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From YouTube: Leeds City Council - Executive Board - 27th July 2022
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A
Good
afternoon
everybody
and
welcome
to
the
july
meeting
of
leeds
council
executive
board
before
we
get
on
to
agenda
I've
just
got
a
couple
of
people
to
welcome.
First
of
all,
welcome
councillor
alan
lamb
as
a
non-voting
substitute
for
councillor
andrew
carter,
and
also
to
welcome
the
group
of
politics.
Students
from
dortmund,
who
I
understand,
are
visiting
the
civic
hall
today
as
part
of
a
a
delegation
with
the
lord
mayor,
so
you're
very
welcome
to
today's
meeting.
A
I
will
now
turn
to
the
turn
to
the
agenda
items
and
item
one
please
thank
you.
Chair.
B
A
Portfolio,
thank
you
guys,
we'll
take
that
as
item
20
in
terms
of
the
gender
running
order
item
four
declarations
of
interest
and
I'm
turning
to
the
board
for
this
council
prior
please.
I.
A
A
That's
great,
it
seems
happy
with
that.
So
as
item
six's
council
prior
indicated,
he
will
be
leaving
the
room
for
this
item.
So
that
means
I
will
ask
in
terms
of
the
refreshing,
leads
cultural
investment
programme.
I'll
ask
eve
to
introduce
this
report.
Please.
D
Good
afternoon
my
name
is
eva
utas,
I'm
chief
officer
for
culture
and
economy.
In
terms
of
the
report
you
see
in
front
of
you.
It
relates
to
our
cultural
investment
programme
for
the
for
the
for
the
council
in
2021,
we
came
to
the
exec
board
and
to
get
agreements
to
extend
our
arts
at
leeds
funding
program
for
a
fifth
year
to
help
stabilize
the
leads
creative
sector
through
the
kovid-19
pandemic,
and
we're
now
requesting
that
we
approve
the
exec
board,
approve
a
one-year
cultural
grants
program
for
financial
year
2324.
D
In
order
that
we
can
do
a
full
refresh
of
our
cultural
investment
programs
for
the
following
three
years
after
that.
That
refresh
will
allow
us
to
ensure
that
we
adopt
best
practice
that
we
can
maximize
the
benefits
of
the
funding
to
the
city
we
can
align
to
opportunities
around
the
uk,
shared
prosperity
fund
and
also
baking
legacy
around
leeds
2023.
D
The
one
year
approach
also
means
that
we
can
align
money
around
what
will
be
going
on
through
in
the
city
through
our
year
of
culture.
Next
year,
the
one-year
program
will
operate
within
the
existing
budget
envelope
and
organizations
will
be
required
to
apply
for
grants.
That's
the
main
difference
between
last
year's
request,
and
this
so
last
year
was
an
extension
of
existing
grants.
E
I
really
appreciate
the
clarity
here
in
terms
of
a
short
term
and
a
longer
term
plan
for
the
future,
but
it
is
very
much
focused
on
the
distribution
of
cash
and
one
of
the
things
that
I
think
a
lot
of
us
that
were
excited
about
these
2023
were
interested
in
was
how
arts
organizations
across
the
city
could
find
themselves.
E
Perhaps
during
that
period
of
celebration
and
support
of
the
arts
in
a
better
sustainable
position
as
organizations,
and
that
doesn't
mean
being
able
to
access
cash
it
sometimes
it's
about
actually
making
sure
that
their
organizational
structures
are
fit
for
purpose,
and
that
is
often
delivered
through
mentoring,
rather
than
writing
a
check.
So
I'm
just
wondering
it
is
there
anything
involved
in
this
support
package
which
encourages
the
take
up
of
such
guidance
rather
than
you
know,
applying
for
500
pounds
here
and
a
thousand
pounds
there
for
specific
time.
Timed
activity.
D
So
in
terms
of
how
we
support
organizations
that
get
access
to
grants
both
through
arts
and
leads,
it
leads
inspired.
D
So
the
transform
festival
is
a
really
good
example
of
that
run
by
amy
lepman
in
the
city
and
they
have
become
sustainable
in
terms
of
being
able
to
access
money
from
other
sources,
and
I
think
there
will
be
an
opportunity,
through
uk
share
prosperity
fund
to
make
sure
that
arts
organisations
are
also
tapping
and
into
other
support
that
might
be
available
more
typically
accessed
by
businesses.
So
we'll
make
sure
that
we
look
at
that
when
we're
working
that
through
as
well.
F
Thank
you,
chad,
just
a
couple
of
quick
points
and
questions.
First
of
all,
just
it's
slightly
strange
to
lose
2023,
but
with
all
the
workshops
and
road
shows
that
have
been
going
on,
there's
been
suggestions
and
I
can't
remember
the
terminology
of
some
sort
of
local
champions
that
would
there
be
there
for
legacy
and
and
so
on.
It's
just
an
assurance
that
we're
going
to
make
sure
that's
a
supportive
thing.
F
F
So
my
understanding,
roughly
speaking,
there's
about
14
million
pounds
of
public
money,
mostly
from
the
council,
some
from
grants.
So
I'd
be
grateful
if
you
confirm
how
much
we've
got
from
private
sponsorship
and
what's
the
single
largest
donation
or
piece
of
sponsorship
that's
been
received
and
an
assurance
that
that's
the
limit
on
what
the
council
will
be
contributing
that
we're
confident
that
everything's
covered
from
here
on
in.
Thank
you.
D
Thank
thanks,
council
alum,
so
I
think
you're
referring
to
the
neighborhood
host
roles,
so
just
for
the
benefit
of
everybody.
If
anyone
wasn't
a
well
leeds,
2023
have
a
program
that
is
fully
funded
through
the
paul
hamlin
foundation
called
my
leads
2023
and
miley's
2023
is
about
working
in
every
ward
across
the
city
to
towards
something
called
the
big
weekender.
D
You
can
recommend
individuals
to
apply
to
become
a
neighborhood
host.
Now
the
application
process
is
still
open.
The
neighborhood
host
will
have
a
key
role
in
working
with
those
local
organizations
and
to
make
sure
and
that
what
is
delivered
using
the
money
that
is
available
is
complementary
and
enhancing
what's
happening
in
local
areas.
That
individual
will
be
heavily
invested
in
by
lease
2023
to
upskill
them
and
leave
skills
with
them
that
can
then
be
embedded
into
the
community.
D
So
it's
really
important
that
each
each
ward
and
gets
a
really
strong
application
for
that
process.
So
we
get
really
good
candidates,
but
all
of
that
is
just
to
be
clear.
That
is
all
being
managed
by
leeds
2023,
the
culture
trust
which
is
separate
to
the
council,
not
by
the
council
itself,
and
then
your
second
question
about
financing.
Can
I
suggest
I
send
a
note
about
that
leader
just
to
clarify
the
exact
figures.
Would
that
would
that
be
acceptable?
Yeah
so
I'll
suddenly
know.
A
B
The
school
has
taken
bulges
of
this
size
twice
already,
and
this
would
make
that
expansion
permanent
as
part
of
this
consultation
59
supports
the
proposal,
objections
and
concerns
largely
surrounded
traffic
and
highways
concerns
which,
as
local
members
myself
included
shared,
but
this
will
be
looked
into
in
further
detail
in
the
the
planning
stage.
It's
probably
worth
noting
that
this
is
the
first
report
on
school
expansions
where
we've
got
a
range
of
associated
costs.
This
is
largely
due
to
the
given
to
the
inflationary
pressures.
B
What
we've
done
is
we've
adopted
the
recommendation,
as
recommended
in
the
treasury
green
book
for
optimism,
bias
but
happy
to
go
into
more
detail
on
that.
If
necessary,
it
is
clear
that
all
of
the
building
work
is
currently
more
expensive
than
it
has
been
over
the
past
few
years,
given
the
current
state
of
the
economy.
B
Luckily,
as
a
council,
we
have
completed
the
vast
majority
of
necessary
school
expansions
over
the
past
few
years.
So
while
we
have
been
seeing
a
lot
of
school
expansions
come
to
exact
board
in
recent
years,
this
will
be
slowing
down
as
we
have
completed
most
of
these
while
it
was
cheaper
to
do
so
and
so
executive
board
is
asked
to
approve
the
expansion,
grant
authority,
grant
approval
for
authority
to
spend
up
to
8.9
million
on
the
scheme
and
note
that
the
white
rose,
academy's
trust
intends
to
self-deliver
the
scheme.
Thank
you.
F
Thank
you,
chad.
It's
just
a
quick
comment
just
to
obviously
knowing
the
history
of
the
school
to
see
that
it's
doing
so
well
and
for
a
school.
That's
had
a
troubled
past.
It's
to
congratulate
the
school
leadership
that
they're
actually
popular
and
needing
to
do
this,
and
it's
it's
really
good
to
see.
A
Great
news:
there's
no
more
comments,
I'll
turn
to
the
recommendations
on
page
54
I'll
take
it.
The
board
is
happy
with
those
recommendations.
So
we'll
turn
to
item
eight,
please
in
council
aris
portfolio.
Thank.
D
You
chair,
so
this
report
focuses
on
our
approach
to
kobe
19
following
the
government
reducing
access
to
free
testing
our
requirements
to
sell
isolate
earlier
this
year,
whilst
covered
hasn't
gone
away.
We
are
in
a
very
different
position
now
compared
to
the
start
of
the
pandemic.
The
vaccination
program
has
been
successful,
successful
in
decoupling,
the
impact
of
code
19
on
hospitalizations
and
deaths
and
more
treatments
are
now
available.
D
The
strategy
encourages
individuals
to
adopt
safer
behaviors
in
common
with
long-standing
ways
of
managing
other
infectious
other
infectious
respiratory
illnesses
such
as
flu
or
the
common
cold.
It's
also
really
important
to
know
that
systems
are
in
place
to
scale
up
to
deal
with
future
amounts
of
concern,
surges
surges
in
cases
and
hospitalizations,
or
if
the
vaccine
becomes
less
effective.
D
We
will
work
closely
with
the
uk
health
security
agency
locally
and
nationally
to
monitor
the
local
position
and
manage
outbreaks
and
any
new
variants
of
concern.
This
includes
closely
monitoring
the
local
surveillance
on
the
increasing
numbers
of
people
in
icu
and
increasing
hospital
admissions
for
covid.
D
Any
new
variants
of
concerns
that
are
driving
rates
and
increasing
all
age
all
cause
mortality
will
also
ensure
that
the
uptake
of
the
curved
vaccination
is
maximized
in
all
communities
across
all
geographies
through
the
leaving,
no
one
behind
nhs
vaccine
program.
This
work
should
dovetail
with
other
vaccinations
programs,
including
the
flu
on
childhood
immunity,
immunizations,
providing
intensive
support
and
building
confidence
in
those
areas
and
social
inclusion
groups
with
low
uptake
we'll
also
make
addressing
long-term
impacts
of
the
pandemic,
including
the
longer-term
impact
on
challenges
of
mental
health
and
reducing
widening
health
inequalities.
D
A
priority.
This
approach
will
ensure
that
we
are
in
a
strong
position
to
live
with
covid
and
respond.
Should
the
national
position
change
and
require
a
different
local
response,
it
is
recommended
that
the
board
approve
the
proposed
approach
to
the
lead
system
going
forward,
ensuring
that
people
are
supported
as
we
move
in
into
a
living
with
covered
fears
and
that
we
respond
with
compassion,
kindness
as
part
of
the
leads
team
ethos.
I'd
just
also
like
to
take
this
opportunity
to
inform
the
board
about
the
planning
for
winter
surveillance
building
on
partnership
strength.
D
A
F
Yeah,
thank
you
chez
couple
of
comments.
I
think
it's
a
welcome
paper.
So
thank
you.
Thank
you
for
that.
F
The
two
things
I
wanted
to
mention
were:
firstly,
I
think
it's
really
important
at
this
time
with
more
homework
available
and
changes
and
things
that
we're
really
really
careful
to
make
sure
the
council
does
not
become
remote
from
its
citizens
and
from
people
and
that
we're
we
remember
that
we're
a
public
service
organization
and
we
haven't-
got
too
many
people
working
away
and
not
being
customer
facing,
and
I
think
that's
something
that
we
can
do
to
help
and
support
people.
F
And
the
second
point
and
I'll
probably
make
similar
points
in
the
next
paper
and
you'd.
Be
astonished,
if
I
didn't
bring
it
up,
is
the
importance
of
really
looking
at
the
impact
on
young
people
as
part
of
the
pandemic,
because,
whether
it's
in
early
years,
whether
it's
transition
to
high
school,
whether
it's
doing
exams
more
than
any
other
age
group,
children
and
young
people,
are
not
going
to
get
the
time
back.
That
they've
missed
through
the
pandemic.
F
And
it's
going
to
take
a
long
time
to
understand
fully
what
that
impact
is,
and
I
know
we're
on
it
and
there's
papers
about
it.
But
it
would
be
wrong
not
to
to
bring
it
up.
At
this
point,
I
think-
and
I
think
it's
incumbent
on
all
of
us
to
keep
that
in
mind
through
all
decision
making
and
all
things
we're
looking
at
that
that
impact
will
will
last
for
a
lifetime,
and
we
have
to
make
sure
we
keep
recognizing
that.
G
Thank
you,
leader
and-
and
I
just
want
to
give
some
reassurance
to
executive
board
in
response
to
council
land's
question
around
remote
working
and
our
staff
in
terms
of
how
we're
looking
at
the
the
agile
working
going
forward.
We
took
a
report
and
a
conversation
to
scrutiny
earlier
this
week
to
to
discuss
the
very
issue
and
and
we're
working
through
with
scrutiny
about
bringing
forward.
G
You
know
a
paper
to
executive
board,
but
we
want
to
work
with
scrutiny
before
we
bring
that
through
to
executive
board.
But
please
be
reassured
that
that
work
is
being
done
thoroughly
by
the
organization.
A
C
Just
wanted
to
support
the
paper
and
just
sort
of
maybe
a
good
time
to
pay
tribute
to
victoria
and
dawn
who
are
here
and
the
work
that
they've
done
to
get
us
this
to
this
point,
and
I
think
the
the
real
strength
of
our
approach
has
been
to
build
out
from
the
health
protection
board
and
the
work
that
goes
on
already
in
the
city
and
not
try
and
do
something.
C
That's
been
sort
of
dis
dislocated
from
that,
but
effectively
expanded
that
to
the
sort
of
whole
city
system,
including
this
board
regularly.
And
you
know,
I
think,
the
the
the
report
that's
attached
to
the
annual
report.
That's
attached,
you
know,
shows
the
breadth
and
range
and
quality
of
that
work,
and
I
think
you
know
it's
so
important
that
that
that
is
really
at
the
heart
of
what
we're
trying
to
do
to
combat
inequalities
in
this
in
the
city.
C
And
you
know
I
think,
having
visited
some
of
the
teams
recently,
I
can
see
what
a
difference
that
makes
to
some
of
our
most
vulnerable
people,
so
just
to
really
support
the
you
know
that
that
how
we
take
that
for
forward
that
work
and
make
sure
that
that
doesn't
go
off
our
radar.
You
know
as
we
move
forward
and
and
live
with
carved,
as
as
council
rufus
said,.
D
Yes,
I'd
just
like
to
add
to
to
to
thank
you
as
an
exec
member
of
the
supply
that
I
received
from
from
victoria
and
dawn
through
some
very
challenging
times,
and
you
know
they're
leaving
no
one
behind
you
know
in
in
communities
where
we
know
they
were
impacted,
far
more
from
covered
and
then
the
work
we've
done
in
those
communities.
The
innovative
work
that
we've
done
and
it
is
picked
up
in
the
report
about
the
roving
buses,
the
women
only
clinics,
but
that
still
doesn't
stop.
D
There
are
still
communities
where
we
have
not
got
the
update
that
we
need
so
that
work
will
continue.
Council
lamb,
just
picking
up
and
we'll
pick
up
on
your
points
in
the
next
report
about
the
young
people
and
mental
health
and
you're
absolutely
right.
It
has
impacted.
D
We
know
that
by
over
20
and
that's
what
that's,
what
the
figures
are
telling
us
and
that's
why
we've
got
the
future
in
mind,
strategy
that
was
approved
in
april
2021,
which
is
specifically
for
our
young
people,
and
obviously
the
report
that
I
will
come
onto
next
goes
in
more
detail
about
that.
But
absolutely
right!
You
know
that
the
impact
for
young
people
and
post
covered
is
is
definitely
distressing
and
it's
something
that
we
are
dealing
with.
H
Yeah,
thank
you
check
and
just
a
quick
comment
in
relation
to
councillor
land.
Second
point:
we're
really
pleased
to
get
to
this.
This
chapter
of
the
pandemic.
When
we
we
can
talk
about
living
with
covet,
even
though
it
brings
its
own
challenges
and
but
in
terms
of
your
point
about
balancing
the
risks,
including
to
children
and
young
people,
we
were
always
very
very
mindful
that
we
need
to
as
a
city,
take
an
approach
that
balances
the
risks
to
people
individually
from
the
virus
and
infection
with
the
wider
risks,
their
health
and
well-being.
H
From
the
the
measures
we
take
to
control
the
virus,
and
we
were
always
incredibly
focused
on
trying
to
get
that
risk
right,
and
so,
whether
it's
about
visiting
people
in
care
homes,
whether
it's
about
people
who've
previously
been
invited
to
shield
or
the
impact
on
our
children
and
young
people,
it
it
just
to
provide
that
assurance
that
it
is
a
central
principle
around
how
we
learn
to
balance
people's
broader
health
and
well-being,
as
well
as
that
risk
of
infection.
H
So
I
hope
that
comes
across
as
as
central
to
the
approach,
and
it's
definitely
something
we're
very
mindful
to
make
sure
we've
got
that
balance
right.
Thank
you
for
raising.
A
Thank
you,
victoria.
I'm
going
to
turn
to
the
recommendations
on
this
report
on
page
75
and
I
see
the
board
happy
with
these
recommendations.
So
council
arif
has
already
trailed
it,
but
we'll
move
on
to
item
9.
Please.
D
Thank
you
chair,
so
I'm
pleased
to
introduce
this
paper
that
that
details,
the
great
work
across
the
city
to
address
mental
health
leeds
has
a
long
history
of
championing
good
mental
health
through
the
delivery
of
preventative
programs
and
diverse
mental
health
services,
and
this
the
whole
system
approaches
is
more
vital
than
ever
due
to
the
mental
health
impact
of
kovid
19,
compounded
by
their
cost
of
living
crisis.
I
hope
it
wasn't
anything.
D
I
said
we
know
from
national
research
that
there
will
be
an
increase
in
in
common
mental
health
conditions,
likely
anxiety
and
depression
in
adults
and
increases
in
the
number
of
people
experiencing
grief
and
trauma
locally.
We
can
see
that
the
number
of
adults
seeking
help
for
anxiety
and
depression
is
now
20
higher
than
it
was
before
the
pandemic,
and
this
is
just
literally
the
I
guess,
the
the
tip
of
the
iceberg
for
children
and
young
people.
The
kerbid19
pandemic
has
intensified
risk
factors
for
mental
health
issues.
D
The
all
age
leeds
mental
health
strategy
sets
out
how
we
are
working
together
across
the
sectors
to
ensure
that
leads
will
be
a
mentally
healthy
city
for
everyone.
This
was
approved
by
the
leeds
and
health
wellbeing
board
in
january
2020,
but
due
to
the
pandemic,
it
wasn't
launched.
Some
parts
have
been
updated
since
then,
and
we
will
be
looking
to
relaunch
on
the
10th
of
october
2022,
which
is
also
a
world
mental
health
day
in
april
20
21.
D
As
I've
said,
council
lambda,
the
health
and
well-being
board
also
approved
the
future
in
mind.
This
is
our
specific
mental
health
strategy
that
leads
action
on
the
mental
health
for
our
young
people
and
I'd
like
for
the
board
to
take
note
of
the
extensive
work
that
has
been
delivered
and
around
mental
health
and
acknowledge
that
for
leads
to
achieve
our
vision
of
being
a
mentally
healthy
city
for
everyone.
We
need
to
tackle
the
factors
that
increase
the
risk
of
poor
mental
health
head-on
and
invest
in
things
that
we
know
promote
good
mental
health.
D
This
includes
having
strong
services
and
support
in
place,
but
perhaps
more
importantly,
it
does
include
ensuring
that
people
have
access
to
safe,
green
spaces,
addressing
racism
and
discrimination
and
supporting
the
creation
of
sustainable
jobs.
We
all
have
a
role
to
play
in
improving
the
wider
determinants
of
mental
health.
Thank
you.
F
It's
just
a
quick
question:
I've
made
my
comments
on
the
previous
one.
How
will
the
the
relaunch
of
the
strategy
be
advertised.
F
H
Yes,
yes,
counselor,
my
name
is
karen
walker.
Just
to
answer
a
question.
It's
very
much
been
led
by
our
colleagues
in
health
partnerships
who
are
leading
on
that.
So
it'll
be
advertised
right
across
the
city
as
well.
There'll
be
our
program.
Events
both
for
world
suicide
prevention
day
and
also.
C
Yeah,
just
just
to
add
to
the
to
what
karen
said
and
the
great
work
that
she's
leading
for
us
and
with
council
riff
and
as
the
I
have
the
mental
health
champion
role
at
officer
level.
So
I
just
wanted
to
support
the
paper
and
just
mention
that
our
role
in
promoting
the
work-
that's
being
done.
You
know
I,
I
think
particularly
an
issue
that
I
think
is
particularly
important
for
us
to
try
and
work
together
with
me.
C
The
business
community
with
other
partners
in
the
city
is
the
sort
of
self-support
networks
that
we
can
encourage
in
the
city.
There
are
lots
and
lots
of
families
going
through.
C
You
know
really
challenging
times
where
one
of
their
you
know,
younger
family
members
is
having
difficulty
with
their
mental
health
and
there's
just
you
know
not
this,
not
the
support
systems
in
place
to
to
deal
with
the
demand
after
the
pandemic
in
the
nhs,
particularly
for
you
know
for
that
that
sort
of
activity-
and
I
think,
the
more
we
can
give
people
safe
spaces
where
they
can
share
experiences
where
they
can
young
people
can
see
that
you
know
they.
There
are
other
people
going
through
similar
challenges.
C
Other
people
who've
got
through
those
challenges
as
well,
and
but
also
the
parents
who,
who
you
know
have
to
still
come
to
work.
They
still
have
to
you
know,
live
their
lives.
Do
all
of
that
at
the
same
time
as
dealing
with
you
know
that
sort
of
crisis
within
their
own
family-
and
I
I
just
wanted
to
mention
that
as
something
that
I
think
is
really
important
to
to
try
and
tap
into
that
wider.
You
know
support.
C
You
know,
support
that
we
can
get
from
the
partners
in
the
city
for
that
cohort
of
people
and
make
sure
that
we're
picking
that
up,
because
it
does
become
the
most
the
most
important
thing
in
families
for
a
period
of
time,
but
it
is
possible
to
get
through
it
and-
and
I
just
want
to
make
sure
that
we
follow
that
up
in
our
promotion
role.
Moving
forward.
A
Thank
you
tom.
Somebody
else
want
to
come
in
on
this
report
or
I
will
take
it
not
counsel,
arif,
okay,
I
will
turn
to
the
recommendations
on
page
119.
I
take
it
at
the
board.
I'm
happy
with
those
recommendations.
So
thanks,
councillor
arif
and
we'll
move
on
to
councillor
hayden's
papers
and
item
template.
I
Thank
you
leader,
so
I'm
really
pleased
to
present
this
paper,
which
sets
out
the
the
council's
plans
for
adapting
to
climate
change
and
making
leads
a
resilient
city.
I
I
mean,
as
we
all
saw
last
week,
the
effects
of
climate
change
are
already
happening.
It's
not
something
that's
going
to
happen
in
the
future.
We've
never
had
temperatures
of
40
degrees
in
this
country
and
it
is,
and
the
other
scientific
consensus
is
that
it
is
a
result
of
human
climate
change.
I
So
this
report
sets
out
how
leeds
is
adapting
and
plans
to
adapt
to
the
effects
of
climate
change,
to
ensure
that
the
cities
are
as
resilient
as
possible
and
those
those
four
main
areas
are
heat
which
we
experienced
last
week,
flooding
which
we
unfortunately
have
experienced
in
recent
years.
I
Drought,
which
the
news
this
morning
is
that
the
last
six
months
have
been
the
driest
since
1976
in
this
country,
although
people
might
not
have
thought
it
this
week
and
cascading
impacts
such
as
trade
disruptions
or
and
population
displacement,
so
it
is
in
line
with
the
the
the
council's
third
pillar
in
addressing
climate
change.
It
is
in
line
with
the
national
adaptation
program
and
it
doesn't
it
sits
alongside,
and
it
complements
our
ambition
to
be
net
zero
economy
we've
set
at
a
time
of
time,
2030.
I
So
it
is
very
important
that
we
adapt
and
that
we
have
that
resilience,
because
the
effects
are
already
with
us,
but
it's
also
equally
important
that
we
that
we
lower
the
carbon
output
so
that
those
effects
are
not
made
even
worse
or
mob
are
more
frequent.
I
Can
I
thank
polly
cook
jonathan
moxen,
who
is
our
flooding,
czar
and
harriet's
fate
and
chad
newton
for
this
report
and
all
their
work,
keeping
us
safe
and
achieving
net
zero?
And
I
I
invite
polly
to
talk
to
exec
board
on
this
report.
If
she
wishes
to
do
so,.
H
Thanks
councillor
hayden,
I
think
this
is
a
really
important
step
forward.
We
have,
as
a
city,
we've
really
focused
on
flooding,
but
I
think
what
this
does
is
make
sure
that
we're
looking
at
all
possible
impacts
of
climate
change
and-
and
I
think
we're
planning
to
run
this
series
of
workshops
and
make
sure
as
a
council
we're
really
prepared,
but
we're
also
really
keen
to
invite
others
across
the
city
to
join
into
those
workshops.
H
We've
already
offered
that
invite
out
to
the
anchor
institutes-
and
we
also
work
with
some
of
our
private
partners
to
just
make
sure.
As
a
city,
we
are
on
the
front
foot
and
looking
to
also
be
a
role
model
for
what
happens
across
the
rest
of
yorkshire
and
humber.
So
just
trying
to
move
as
quickly
as
we
can
but
like
councillor
hayden
said
not
losing
a
focus
on
actually
reducing
our
emissions
at
the
same
time.
But
we
need
to
work
on
both
in
parallel.
F
Thank
you
chair
and
stick
around
lots
of
good
things
in
the
paper.
Two
bits
of
feedback
I've
had
from
from
our
members
on
seac
are
one
that
there's
been.
A
change
of
chair
has
brought
a
welcome
change
of
tone
and
focus
to
those
meetings,
which
is
a
positive
thing
and
what
they've
also
fed
back
is.
It
would
be
very
helpful,
appreciated
and
helped
to
move
things
forward.
If
the
executive
members
attended
those
meetings
to
be
held
accountable
and
were
present
at
them,
so
that's
the
feedback
we've
been
had.
I
Thank
you.
Yes,
I
attempt
to
get
to
every
one
of
them,
including
the
working
groups
as
well.
So
and
as
does
my
deputy-
and
I
is
it
about
other,
if
you,
if
it
just
be
fed
back
to
me,
maybe
outside
this
meeting,
if
if
it
means
other,
accept
members,
because
I
generally
it
unless
there's
something
else,
comes
up
attend
every
every
meeting,
so
if
he
just
could
be
fed
back
if,
if
that
refers
to
other
exec
members,
thank
you.
E
Getting
back
to
the
point
chair
because
we're
talking
about
heat,
aren't
we
an
adaptation
associated
with
climate
change?
It's
it's
a
very
comprehensive
report
and
it
has
lots
of
links
in
it
to
referencing
academic
papers
and
whatever,
but
it
for
the
lay
person
like
myself,
who
isn't
an
expert
in
climate
change,
that
it
was
very
hard
to
focus
on
anything
in
it
that
identified
what
the
city
was
hoping
to
focus
on
at
pace
in
terms
of
responding
to
the
issues
that
the
paper
addresses.
E
H
What
we're
looking
to
do
is
to
make
sure
that
it's
sufficient
and
that,
with
the
academic
input
in
terms
of
what
we
are
anticipating
coming
forward,
you
know
we're
planning
for
heat
waves,
as
we
experience
them
at
the
moment,
and
what
we're
trying
to
do
is
build
on
that
and
I
think,
in
terms
of
key
areas
planning
we
are
already
starting
to
have
those
discussions
making
sure
the
local
plan
adjustments
are
suitable
and
that
that
was
already
on
their
radar
and
but
also
you
know
things
like
our
workforce
and
some
of
the
adjustments
we
saw
made
last
week
how
we
build
those
in
going
forward
things
like
rit
systems,
conversations
with
nhs
digital
about
things.
H
A
Thank
you.
Certainly,
those
of
us
that
represent
the
rural
areas
have
worked
with
our
farmers
on
some
of
the
issues
that
have
been
raised
around
around
adopting
to
a
a
a
different
climate.
So
somebody
else
wants
to
come
in
counselor
hayden.
I
On
the
food
security
I
actually
chaired,
whilst
the
changing
chair
was
happening,
the
food
sea
up
food
subgroup
recently,
and
we
have
a
food
strategy
to
be
as
low
carbon
as
possible
with
our.
I
But
it
also
includes
food
security,
and
we,
the
team,
is
already
looking
with
planning
and
other
and
other
areas
at
the
land
use
and
as
many
innovative
ways
as
possible
of
growing
our
own
food
or
buying
locally
of
that
food
security
and
we're
working
with
the
university
of
leeds
for
on
a
cabin
calculator
for
food,
and
our
schools
have
been
very,
very
involved
in
making
the
school
meals
and
with
the
children
as
well
as
low
carbon
as
possible,
including
meat-free
days,
etc
so
and
which
the
children
have
been
very
much
on
board
with
and
included
with
in
that
consultation.
I
So
with
yeah,
there's
some
really
good
work
going
on
with
with
food
and
we're
we're
quite
ahead
of
the
game
in
terms
of
our
food,
carbon,
output
and
and
in
terms
of
food
security
as
well.
Thank
you.
A
Great
thank
you,
council,
hayden
and
good
to
hear
your
chair
and
see
at
work
in
groups
as
well.
So
members
have
that
directly
that
directs
that
direct
involvement
does
anybody
else
want
to
come
in
on
this
paper.
A
I
can't
see
anybody
else
so
I'll
turn
to
the
recommendations
on
page
139,
noting
the
consultation
as
well
and
see
everybody's
happy
with
those
recommendations.
So
thank
you,
council,
hayden,
we're
on
to
council
house
report.
Item
11.
Please.
J
Thank
you
leader.
This
report
sets
out
the
council's
work
in
responding
to
the
current
cost
of
living
crisis.
J
We're
doing
all
we
can
to
mitigate
the
impact
of
the
crisis
on
our
most
vulnerable
residents,
and
the
report
sets
out
this
in
detail.
Among
many
other
initiatives,
we've
increased
our
full
vat
fuel
vouchers.
We've
continued
to
provide
local
welfare
support
scheme
since
the
end
of
ring
fence,
government
funding
and
we've
topped
up
our
discretionary
housing
permits,
funded
by
500
000
pounds
a
year
for
the
past
three
years.
J
J
J
Our
financial
inclusion
team,
our
award-winning
and
an
example
in
nationally
and
I'd
like
to
say
at
this
point,
so
thank
you
to
james
rogers
lee
and
the
team
for
the
continued
work
in
how
they
look
to
help
our
most
vulnerable
residents
and
anybody
that's
struggling
in
this
city.
Thank
you.
E
It's
undoubtedly
a
very
big
issue
and
it's
not
argued
that
the
council
already
had
quite
a
significant
offer
out
there
for
the
community.
What
I
found
difficult
to
understand
in
this
paper
is
what
it
was
that
the
council
was
offering
anew
through
this
strategic
paper.
I
wasn't
sure
what
you
were
announcing
in
terms
of
things
being
done:
a
bit
differently
or
a
new
initiative
being
started
and
and
I'm
looking
at
0.99
on
page
168..
E
There
are
three
clear
but
connected
ways
forward
which
we
propose.
We
should
now
be
prioritizing,
but
when
I
read
them,
I
couldn't
find
any
clarity
at
all
about
what
it
was
that
you
were
going
to
do
differently.
Can
you
please
clarify
it
for
me,
council
harland.
J
I
think
the
paper
sets
out
a
great
deal
that
we
were
already
doing
differently
now
we
continually
to
look
to
change
and
adapt
how
we
can
help.
I
don't
know
if
james
or
lee
would
like
to
come
in.
F
I'll
come
in
first
chair
and
then
I'll
literally
just
just
add
a
bit
more
detail.
I
think
it's
fair
to
say
that,
as
council
helen
said,
we
focused
upon
this
particular
agenda
for
some
time
now,
so
there's
lots
of
work,
that's
entering
and
been
in
place
for
a
number
of
years,
and
we've
also
invested
more
funding
in
that
activity,
particularly
over
the
course
of
the
last
12
months,
and
particularly
utilizing
things
like
the
the
household
support
fund.
F
So
there's
all
sorts
of
new
things
that
we
are
doing
now
that
we
were
not
doing,
for
example,
12
years
ago,
which
are
summarized
in
the
paper,
but
we
can
also
provide
council
dalton
with
specific
detail
on
that
which
are
contained
in
other
reports
that
we
produce,
for
example,
on
how
we
are
utilizing
the
significant
funding
that
we've
got
through
the
household
support
fund
in
terms
of
the
new
initiatives.
So
there
are
a
range
of
things
that
we're
wrong
with
looking
forward.
F
When
you
get
to
paragraph
99,
that's
saying
asking
ourselves
the
question
and
what
more
can
we
do
and
what
we
need
to
do?
There
is
liaise
with
all
of
our
partners,
particularly
in
the
third
sector,
and
work
out
what
other
opportunities
we've
got
to
provide
even
more
support
for
people
of
leads,
don't
know
if
you
want
to
add
anything
to
that.
B
Thank
you
just
on
the
welfare,
the
breakthrough
project,
the
group,
I
think
one
of
the
aims
there
so
post.
So
during
covid,
it
was
clear
that
actually
the
way
we
worked
on
that
around
sort
of
food
and
welfare,
we
got
a
lot
learning
out
of
that
in
terms
of
how
we
did
it
and
how
we
reviewed.
B
But
what
one
of
the
things
that
we
got
feedback
from
was
that
they
weren't
then
able
to
signpost
appropriately
into
the
the
sort
of
more
sustainable
support
that
some
people
and
families
needed
to
enable
them
not
to
be
so
dependent
on
the
food.
So
one
of
the
things
we
want
to
do
is
create
an
infrastructure,
and
that
might
be
a
sort
of
physical
and
digital
infrastructure
in
the
city
that
enables
those
agencies
it
doesn't
matter
who
they
are,
could
be
the
council.
B
It
could
be
third
sector,
it
could
be
a
statutory
partner
to
refer
into
the
right
place
and
then
monitor
that
process
or
be
able
to
make
sure
that
that
person's
getting
the
support
that
they
need,
and
things
like
that.
So
that's
one
example
of
where
that
break
the
welfare
group.
The
city
group,
is
one
of
the
potential
ideas
we
want
to
go
forward
on.
B
I
suppose
the
other
point
I'd
raise
about
the
three
pillars
and
the
strategic
view
from
a
sort
of
welfare
perspective,
there's
only
so
much
that
we
can
do
and
it's
the
sharp
end
you've
almost.
You
know
that
old
adage
about
stopping
people
falling
in
the
river,
the
welfare
stuff,
is
you're,
helping
them
out
with
the
river.
So
the
three
pillars
work
for
me
is
about
making
sure
that
that's
the
sustain,
I
suppose
the
more
sustainable
and
long-term
sort
of
generational
change.
B
If
you
want,
for
one
of
the
better
word
around
poverty
and
inequality
and
it's
those
strategies,
so
I
think
between
the
sort
of
strategy
change
and
the
welfare
group
and
learning
what
how
we
can
be
much
more
integrated.
I
think
we've
got
a
better,
even
better
solution
going
forward
than
what
we've
got.
B
So
we're
doing
so
the
way
we've
done
it
now
we've
got
about
18.
I
think
18
one-to-one
meetings
set
up
over
august
covering
council
services,
statutory
partners
and
third
sector
so
we're
doing
them.
The
aim
of
those
meetings
is
to
go
and
find
out
what
their
sort
of
key
issues
are,
who
their
partnerships
are
and
who
they
work
with,
and
things
like
that,
we'll
pull
that
together
as
a
baseline,
that
group
will
meet
first.
B
The
aim
of
that
is
for
that
group
to
meet
in
september
to
come
forward
with
scope
and
governance,
because
that's
the
other
issue
here,
the
governance
needs
to
be
determined
because
I
don't
think
it
needs
to
be
more
than
just
one
group.
If
I'm
honest,
I
think
it's
too
big
an
issue
to
deal
with
so
we'd
be
coming
back
with
that,
and
the
aim
is
to
report
back
here
before
christmas
on
on
that
work.
J
F
You
chair
I'm
trying
to
avoid
the
risk
of
rerunning
last
wednesday's
conversations,
so
the
caveat
at
the
start
is
to
say
from
my
perspective,
others
may
disagree.
The
government
have
done
a
lot
on
this
already.
Can
they
do
more?
Yes,
I
think
they
can.
Should
they
do
more?
Yes,
I
think
they
should.
I
think
they
will
no,
no.
I
think
I
think
they
will
in
in
the
unlikely
event
that
any
of
the
the
leadership
candidates
listen
to
the
likes
of
me
then
hopefully,
they'll.
Take
that
on
board.
F
I
hope
in
this
forum
harlem
will
take
the
opportunity
to
to
correct
that
we're
not
providing
nine
pounds
to
every
person
in
leeds
rather
220
pounds
to
64
000
people
in
leeds
so
yeah.
I
think
the
government
can
and
should-
and
I
think
they
will
do
more.
F
I
think
the
responses
to
councillor
galton's
paper
and
this
paper
are
we're
kind
of
looking
backwards.
A
lot
of
the
good
things
that
we've
done.
Really.
My
question
is:
what
more
can
we
do
immediately
to
help
people?
I
think
the
government
should
be
doing
more
and
I'm
sure
you'll
agree
with
that
immediately,
particularly
with
energy
prices
going
up,
the
crisis
are
going
to
get
worse
before
it
gets
better,
and
what
this
paper
doesn't
tell
us
is
what
more
the
council
can
and
will
do
immediately
to
help
people.
A
I
think
again
reflecting
on
the
debate
about
in
full
council
last
wednesday's
actually
struck
by
something
one
of
your
members
said
to
council
lam
around
the
costa
living
crisis
will
affect
people
who
haven't
had
required
the
welfare
system
or
the
support
system
ever
before,
and
I
think
the
importance
of
looking
back
at
what
we
did
during
covid
comes
into
that
because,
because
of
the
issues
around
isolate
the
requirements
for
people
to
isolate
at
times,
during
that
again,
there
were
people
who
were
very
self-sufficient
until
something
happened.
A
That
doesn't
normally
happen,
which
required
them
to
need
our
support,
and
I
do
think
that
is
where
that's
one
of
the
key
threads
through
this
paper.
For
me,
that
takes
us
from
from
covenant
understanding
what
happened
as
a
result
of
the
public
health
and
government
restrictions
there
and
looks
again
at
a
cost
of
living
crisis.
A
That
may
well
bring
people
into
requiring
support
that
haven't
that
aren't
in
the
64
000
that
you
referred
to,
and
I
think
that's
the
important
point
around
reflecting
that
I
know
we
probably
all
had
conversations
with
people
in
our
world
people
who
thought
they
were
doing.
A
Okay,
until
they
saw
that
gas
and
electricity
bills
come
up
and
and
that's
an
important
point-
and
I
do
think
that's
why
it
is
worth
reflecting
that
this
has
to
a
cover
everybody
in
the
city
and
b,
we
have
to
be
very
alert
to
people
who
haven't
in
in
in
the
situation
before
in
the
welfare
system
we've
got
ever
had
to
access
support
that
may
that
may
need
to
do
so
and-
and
that's
got
to
be
at
the
center
of
a
lot
of
work
we
are-
we
are
doing
on
this,
so
council
highlands,
you
want
to
come
in.
A
J
I'd
just
like
to
say,
councillor
galton,
said
be
careful.
What
you
wish
for
one
of
my
wishes
was
that
one
of
the
opposition
would
say
hope
the
government
gives
us
more.
Thank
you
for
that.
A
Great,
are
there
any
more
comments
on
this
paper?
Please
I
don't.
I
don't
see
any
comments,
I'm
going
to
turn
to
the
recommendations
on
page
159,
noting
the
invitation
for
involvement
from
members
of
the
opposition
in
this
work
moving
forward.
I'm
sure
that'll
be
picked
up
and
I
take
it.
Everybody
is
happy
with
those
recommendations,
great
we're
on
to
papers
in
my
portfolio
now
the
first
one
is
I'd.
A
Always
risk
saying
should
be
a
straightforward
paper,
but
the
first
one
is
the
review
of
a
protocol
of
the
roles
and
members
and
officers
in
decision
making.
This
reflects
the
fact
that
first
of
all,
the
protocol
hasn't
been
updated
for
a
good
number
of
years.
Secondly,
that
he's
been
picked
up
for
our
corporate
governance
and
audit
around
some
areas
for
changes
which
this
report
recommends.
And
thirdly,
so
any
changes
that
need
to
be
made
any
minor
change
that
needs
to
be
made
in
the
future.
A
For
example,
around
changing
political
officer
roles
can
be
delegated.
It
gives
it
permission
for
that.
So
with
that,
I
just
see
if
there's
any
comments
on
the
board
on
this
paper,
I
don't
see
any
turn
to
the
recommendation
to
take
it
everybody's
happy
with
those
recommendations.
A
That's
great.
The
next
item
is
item.
13..
Anybody
superstitious
might
wonder
why
risk
items
number
13
on
the
paper.
I
do
think
that
the
this
is
a
an
annual
report
that
we
bring
bring
to
executive
board
every
year.
I
do
think
it's
really
good
practice
for
those
of
us
political
decision
makers
to
see
this
report
annually
reflect
on
those
corporate
risks,
as
well
as
the
ones
in
individual
services.
A
The
report
sets
out
what
what
the
assessment
of
the
risks
are
on
the
steps
to
take
and
I'll
see.
If
there's
any
comments
on
the
board
on
this
paper,
I
don't
see
any
comments,
so
I
obviously
I'm
sure
everybody's
read
the
report,
which
I
know
is
a
really
interesting
and
useful
piece
of
work.
I'll
turn
to
the
recommendations
on
page
186
and
I
take
it.
Everybody
is
happy
of
those
item.
14
blimey.
A
My
papers
are
turning
into
a
monologue
here,
not
particularly
interesting
one,
but
a
monologue
nonetheless,
which
is
the
annual
corporate
performance
report,
which
is
our
work
set
against
the
work
set
against
the
priorities
that
set
yourself
in
the
best
council
plan.
I
was
thinking
back
when
we
agreed
the
best
council
plan
we're
talking
about.
I
think
it's
on
those
meetings
where
we're
all
doing
full
council
still
sat
at
home,
and
I
think
it
shows
the
pace
of
change
in
the
yeah.
A
That's
gone
in
terms
of
coming
through
covid
and
and
and
back
into
back
into
the
current
ways
of
working
there's
a
huge
amount
of
information
in
the
report.
I
don't
particularly
want
to
pick
anything
out
at
this
stage
that
sets
out
the
thing.
What
I
would
say
is
this
report
will
form
the
basis
towards
our
corporate
peer
review
in
the
autumn.
So
as
well
as
looking
at
what
we
do
ourselves,
I
think
it's
important.
A
We
do
get
that
external
view
in
on
the
priorities
we
set
and
the
outcomes
we
hope
for
and
how
we
get
there
and
and
to
make
sure
we're
getting
a
a
a
robust
peer
challenge
towards
those.
So
I
will
see
if
there's
any
comments
on
this
paper.
K
That's
right,
good
afternoon
tim
rollick
from
the
council's
intelligence
and
policy
service,
so
we've
recently
introduced
the
the
best
city
ambition
and
when
you
introduce
a
new
corporate
strategy,
it's
good
practice
to
review
how
we
measure
performance
against
that
strategy
and
right
now
we're
in
the
middle
of
a
piece
of
work
where
we're
looking
at
all
the
performance
indicators.
K
What
do
we
need
to
report?
Where
does
it
need
to
go
to
the
targets,
obviously
need
refreshing,
because
the
targets
we
used
to
have
were
pre-covered,
whereas
now
we
know
that
some
of
those
targets
are
out
of
date
and
need
to
be
revised
along
with
what
we
call
the
baseline,
which
is
where
the
the
first
set
of
performance
information
came
from,
which
is
useful
to
look
back.
K
So
a
big
piece
of
work
that
we're
underway
with
we're
going
around
all
the
direction
management
teams
in
august
and
also
scrutiny
board
chairs
to
get
their
consultation
on
this,
because
scrutiny
board
also
look
at
these
performance
results.
So
it's
a
really
good
piece
of
work
to
refresh
what
we're
reporting
why
we
report
it
and
what
do
we
need
to
compare
it
to?
K
For
example,
core
city
results,
benchmarking,
historic
results,
so
there's
a
very
thorough
piece
of
work
going
on
and
dare
I
say
it,
but
next
year's
report
might
be
a
little
bit
longer
than
this.
This
year's,
but
if
you've
got
any
any
queries
or
anything
you'd
like
to
to
talk
about
quite
happy
to
to
meet
up
on
that
one.
E
Thank
you
chair.
It's
associated
really
because
there
are
different
they're,
not
they're,
not
pillars.
Are
they
that
they're
subject
matters
or
are
the
obsessions
or
what
they're
called
in
in
the
corporate
plan?.
E
Right:
okay,
just
want
to
get
terminology
right
where,
in
the
plan
do
we
recognize
that
some
priorities
actually
can
be
counter-intuitive
in
some
of
our
decision-making
like
you
can't
actually
deliver
both
and
what
is
our
process
for
evaluating
which
comes
out
on
top
and
then.
E
The
second
question
is
how
many
of
the
performance
indicators
that
are
in
here
can
be
taken
down
to
ward
level
so
that
we
can
see
the
differentiated
performance
across
the
city
so,
for
instance,
on
the
housing
measures
it
talks
about
number
of
affordable
homes
delivered,
but
it's
on
a
city-wide
scale
and,
as
we
know,
the
meaningfulness
of
such
statistics
is
actually
based
on
whether
or
not
you've
got
affordable
homes
in
the
community
that
you're
actually
living
because
we're
a
very
big
city
so
that'll
be
useful.
K
Tim
please
so
in
terms
of
the
the
second
question:
not
all
the
performance
indicators
will
be
we'll
have
the
information
available
at
ward
level,
but
where
the
information
is
available,
we
can
we
can
find
that
out.
For
you,
I
don't
know.
Martin
if
affordable
homes
is,
is
one
that
we
can
get
that
on.
I
can
find
out,
though,.
K
Thanks
and
then
in
terms
of
the
first
question
about
how
these
sort
of
priorities
or
pillars
compare
against
each
other,
it's
a
bit
more
a
tricky
one
to
answer,
because
all
they're
all
important
and
they've
all
got
different
sets
of
kpis
and
it's
a
bit
of
a
challenge
to
work
out,
which
is,
is
the
most
important.
K
But
generally,
if
it's
on
a
if
it's
a
new
key
performance
indicator,
that's
going
to
underpin
the
the
best
city
ambition,
then
it's
got
a
priority
and
it's
difficult
to
work
out,
which
is
is
more
important,
the
other
we
don't
apply
awaiting
to
it.
E
Just
cloud
it
wasn't
really
for
you.
It
was
more
about
for
us
as
a
council
as
a
corporate
to
have
consistency
in
decision
making.
So,
for
instance,
I'll
give
you
an
example.
If
you've
got
a
house
where
our
policy
for
age
friendly
means
that
we
try
and
keep
people
in
their
homes
as
long
as
possible,
and
it
means
that
somebody
who
raised
a
family
in
a
property
and
then
became
a
single
person
living
in
that
property
and
had
home
adaptations
to
recognize
their
disabilities,
including
a
wet
room.
E
The
council
then
has
a
decision
who
that
home
gets
offered
to
should
that
person
become
deceased
and
often
times
we'll
have
a
great
big
waiting
list
from
people
with
families
and
children,
and
then
the
council
might
be
saying:
oh
actually,
we've
put
so
much
investment
into
that
property
to
make
it
age
friendly.
We
should
really
be
holding
on
to
that
property
for
another
older
person,
but
it
also
means
that
a
three-bedroom
property
is
not
available
for
a
young
family
who
we're
supposed
to
be
prioritizing
through
our
child-friendly
commitments.
E
Do
you
see
what
I
mean
so
I
think
to
to
go
behind.
The
stats
in
this
report
would
be
really
a
good
idea
about
guidance
for
officers
who
are
having
to
make
decisions
like
that
which
is
a
little
bit
like
you
know,
solomon
and
the
child,
because
they
are
difficult
areas
where
we
do
have
to
offer
some
clarity
to
the
people
that
we're
expecting
to
carry
out
our
policies.
A
Well,
for
one
moment
where
you're
getting
to
you're
praising
us
for
our
council
house
building
program
to
make
sure
to
make
sure
choice
is
maximized
in
those
areas.
But,
as
you
say,
you
know
it
is
a.
A
It
is
down
to
sometimes
the
policies
we
have
and,
like
I
say,
looking
where
we
recognize
where,
where
we
recognize
more
needs
to
be
done,
it's
getting
out
there
and
delivering
more
houses,
for
example,
in
the
case
you've,
given
them
things
like
that,
are
there
any
more
comments
on
this
paper
I'll
turn
to
the
recommendations
on
page
210
and
I
take
it,
everybody
is
happy
with
those
and
we're
now
over
to
council
cooper's
papers.
Please
1950.
G
Thank
you
leader,
and
the
first
of
my
purpose
is
the
financial
health
monitoring
for
quarter
one
this
year.
I
think
that
the
detail
in
the
report
is
obviously
there
for
exec
board
members
to
say,
but
just
to
give
a
couple
of
points
really
at
quarter
one
there
is
a
projected
overspend
of
1.8
million
pound.
G
Currently,
the
budget
also
assumes
16.5
million
pounds
worth
of
direct
saving
action
plans
and
also
the
report
does
ask
members
to
know
that
directors
have
been
asked
to
identify
action
plans
to
bring
the
directorate
back
into
a
balanced
position.
G
I
think,
since
this
report
was
published,
we've
also
had
the
pay,
the
final
pay
offer
from
the
national
employers
and
so
just
to
update
executive
board
members
on
on
that
that
the
pay
award
being
offered
by
the
national
employers
is
an
increase
of
1925.
G
Pounds
per
njc
per
points,
one
and
above
and
and
an
additional
increase
of
a
day
for
all
employees,
and
you
will
leave
the
finance
team-
are
currently
working
on
what
that
impact
may
well
be
on
the
financial
position
of
the
budget
in
year,
and
also
the
cumulative
impact
on
on
next
year's
budget
and
and
further
forward
than
that.
G
So
I
intend
to
bring
the
work
will
be
done
on
that
and
we'll
bring
a
detailed
paper
back
to
september's
executive
board,
but
but
really
just
to
say
that
it's
it's
looking
at
around
a
seven
percent
across
the
board
increasing
in
pay,
which
would
have
a
significant
impact
on
the
pressure
of
the
budget
going
forward.
G
I
think
that
we
also
perhaps
need
to
know
more
that
there
are
even
more
inflationary
pressures,
as
inflation
continues
to
rise
and
and
also
some
further
work
will
be
done
on
that
to
bring
back
in
september,
and
of
course,
I
must
just
mention-
also
the
impact
of
the
increase
in
energy
costs
and
how
that's
impacting
on
our
forecasting
ability
within
the
financial
purpose
as
well.
So
we
will
try
and
attempt
to
keep
executive
board
updated
throughout.
G
All
of
those
challenges
and
changes
within
the
impacts
are
perceived
impactful
our
budget
I'll
leave
it
there
for
nature.
F
Yeah,
thank
you
chair
a
couple
of
things.
What
there
was
a
promise
when
the
review
of
charging
for
non-residential
adult
social
care
services
was
implemented,
that
it
would
come
back
to
exec
board
at
six
months
and
12
months.
So
first
part
of
the
question
is:
has
it
been
implemented
and
if
so,
when
will
we
be
getting
an
update
here?.
H
Yes,
it
has
been
implemented,
so
that's
with
effect
from
april,
so
six
months
will
be
a
report
probably
january
time.
I've
done
my
maths
right.
F
B
A
F
So
my
second
question
not
related:
it's
very
welcome
that
business
as
usual
proposals
are
going
to
come
to
scrutiny
this
year.
I'm
pleased
and
thank
you
for
that.
It's
probably
more
of
a
proposal
than
a
comment
that
I
would
suggest,
given
the
scale
of
the
challenge
that
councillor
cooper
has
outlined,
that
those
proposals
and
savings
should
be
coming
here
every
month
going
forward,
not
sort
of
great.
F
I
think
it's
it's
too
important
and
we
should
be
seeing
at
this
board
what
the
impact
of
those
business
as
usual
savings
is,
as
we
move
forward.
G
Yes,
we
do
have
a
financial
update
executive
board
every
month,
which
we
I
try
and
outline
the
current
pressures
on
the
finances.
So
it
does
come
to
exit
board
every
month.
F
E
Thanks
chair,
I
sh.
I
share
the
concern
of
council
cooper
about
the
impact
that
a
significant
pay
award
will
have
on
the
council's
finances
but,
as
has
been
pointed
out,
there's
a
cost-living
crisis
and
it
affects
our
employees
as
much
as
it
does
our
customers.
E
But
it
does
also
perhaps
escalate
the
urgency
of
ensuring
that
the
savings
or
income
production
that
our
departments
are
hoping
to
achieve
is
driven
through
at
pace
and
a
couple
of
the
issues
in
the
children
and
family
section
sort
of
highlight
sometimes
how
things
can
be
allowed
to
drift,
which
can
affect
future
finances
so,
for
instance,
the
little
owls
nurseries.
E
The
council
has
been
hoping
to
increase
its
income
in
children's
services
budget
plans
year
on
year
on
year
and
never
achieved
them
because
the
focus
wasn't
put
onto
those
businesses
in
our
children's
centers
and
then
recently.
We
were
assured
in
september
last
year
that
we
were
going
to
be
having
a
review
of
that
service
so
that
we
can
help
and
enhance
the
offer
so
that
that
income
generation
could
be
appreciated
sooner
rather
than
later.
E
Now
that
was
september
last
year,
and
I've
just
asked
for
a
review,
given
that
little
l's
nurseries
is
highlighted
as
a
pressure
in
the
report,
and
we
haven't
even
started
that
review
yet
and
it's
nearly
a
year
later.
How
do
we
increase
that
urgency
and
and
and
at
what
point
does
counselor
cooper's
department
consider
help
and
intervention
where
it
feels
that
other
departments
aren't
quite
offering
the
urgency
of
response
that
is
required
for
the
whole
corporate
budget
and
also
there
might
be
an
issue.
E
So,
for
instance,
I
know
that
children's
services
have
mentioned
in
here
about
semi-independent
living,
but
there's
a
there's,
a
pressure
on
the
service
because,
of
course,
we've
got
issues
with
fostering
and
being
able
to
put
placements
there.
But
the
problem
with
this
one
is
enabling
young
people
out
of
those
placements
into
permanent
placements
in
housing
and
the
problem
there
seems
to
be
the
housing
department
and
its
ability
to
provide
that
accommodation
to
enable
children
services
to
manage
their
costs
in
that
service.
L
Thank
you
yeah
I'd
just
like
to
say
that
actually,
there's
been
an
awful
lot
of
work
which
has
been
undertaken
in
relation
to
little
elves
since
september,
so
we
have
had
a
cross
directorate
team
with
support
from
other
directors
as
well
as
children
and
families,
and
looking
at
this,
I
think
it's
really
important.
I
think
to
highlight
that
actually
little
owls,
especially
you
know
over
the
last
two
years,
is
central
to
our
early
help
strategy.
L
So
there's
something
there
about
an
investment
as
well
and
thinking
about
the
outcomes
for
children
who
do
attend
little
owls.
You
know
a
vast
majority
of
those
children
are
children
who
do
have
special
educational
needs
and
disabilities,
but
I
am
pleased
to
say,
there's
been
a
lot
of
detailed,
in-depth
work
done
and
there
are
a
number
of
recommendations
which
have
arisen
out
of
that
work,
which
we
will
be
progressing
at
pace
and
in
relation
to
semi-independent
living
for
16
and
17
year
olds.
L
It's
a
really
complex
picture
and
we've
talked
about
it
here
and
in
in
other
settings.
There
are
issues
there
in
terms
of
an
increased
need
across
the
country
in
relation
to
adolescents,
who
do
have
particular
complex
needs,
16,
17
year
olds.
So
again,
this
is
not
just
an
issue
for
leads
it's
a
national
issue
and
there
are
inflationary
costs
linked
to
that.
You
know
which
providers
are
looking
to
pass
on
to
the
council
again,
there's
an
awful
lot
of
work
going
on
around
that.
L
We
are
looking
to
develop
frameworks
which
we'll
take
to
the
market,
and
we
have
put
additional
capacity
in
in
terms
of
team
managers
and
commissioning
colleagues
who
are
going
to
be
scrutinizing
some
of
the
most
and
high
cost
placements.
So
I
won't
go
into
it
all,
because
there's
there's
an
awful
lot
of
detailed
work
that
is
going
on
and
I
would
like
to
say
it
is
cross
council.
M
Yeah,
I
just
want
to
take
a
comment
just
to
say
the
work
isn't
being
addressed
urgently,
really
really
does
not
take
account
of
what
early
years
settings
have
been
through
over
the
last
couple
of
years,
they've
been
under
absolutely
immense
pressure
just
to
keep
providing
services
to
children
and
families,
and
the
sector
nationally
is
absolutely
on
its
knees
and
that's
being
articulated
regularly
by
the
bodies
that
represent
the
early
years
sector.
As
julie
said,
we
are
looking
at
a
business
model
for
little
owls,
but
also
it's
worth
remembering
the
origins.
M
The
of
our
little
owl
settings,
which
are
a
lot
of
them,
were
the
original
short
star
children's
centers
and
by
definition
they
are
situated
in
the
in
mainly
in
the
most
deprived
areas
of
our
city
supporting
children.
M
Are
you
not
listening
to
me
now
supporting
children
with
additional
needs
and
from
backgrounds
of
deprivation,
and
actually
that
makes
it
more
challenging
to
make
a
profit
than
if
we
were
if
we
had
more
fee
paying
parents
in
a
more
affluent
area,
but
to
say
the
work
isn't
being
treated
as
urgent
is
really,
I
think,
quite
disrespectful
to
how
diligently
everyone,
in
early
help
and
in
early
years,
has
been
working
in
extraordinarily
challenging
circumstances.
Over
the
last
two
years.
E
Yeah,
I'm
very
surprised
by
that
defensive
response
from
council
ivana,
because
one
of
the
greater
achievements
that
children's
services
has
made
of
late
is
that
it's
retained
its
children's
centers,
which
is
a
city-wide
network.
I
was
just
turning
to
check
with
counselor
lam
when
you
thought
I
wasn't
listening
to
you
to
find
out.
If
there
still
is
a
children's
center
in
boston.
Spa,
which
isn't
one
of
the
poorest
parts
of
the
city,
and
you
would
have
thought-
would
have
been
just
the
kind
of
place
that
you've
just
mentioned.
E
That
would
be
able
to
provide
some
income
for
the
council,
and
I
think
the
point
here
is
councillor
benner,
when
you're
working
with
colleagues
in
the
council
and
they've
got
budget
pressures
of
their
own.
You
need
to
really
be
assured
that
when
your
department
puts
down
commitments
to
raise
a
certain
level
of
income
that
you
actually
have
the
capacity
to
do
it,
and
if
you
think
your
settings
are
under
such
pressure
that
they
won't
be
able
to
deliver
that
then
don't
commit
to
it.
M
G
Thank
you
if
I
can
get
back
to
the
to
the
the
issue
here
and,
and
that
is
around
how
we
work
together
as
an
organisation
actually
to
look
at
our
finances,
the
pressures
on
our
finances
and
how
we
deal
with
that
within.
Actually
it
matters,
so
you
asked
about
you
know
the
who
takes
precedent
over
when
does
a
person
step
in
and
when
does
a
person
not
step
in
well.
G
Actually,
we
work
together
in
a
collegiate
way
across
the
council
to,
and
we
recognize
that
there
are
pressures
in
in
different
directors
for
different
reasons
and
those
pressures
may
change
throughout
the
year
or
when
events
or
incidents,
or
you
know
things
come
up
that
that
we
haven't
planned
for
that.
G
They
that
we
then
have
to
recognize
and
work
together
to
overcome
those
pressures
and
work
together
around
the
solutions
around
those
financial
pressures
too,
and
you
know
I
meet
with
the
the
directors
around
the
finances
of
each
department
as
each
director
as
well
to
go
through
all
of
those
pressures
and
all
of
those
efficiency
savings
and
and,
as
I've
said,
we
work
together
as
a
as
a
one
council
on
this
and
as
a
one
administration
on
how
we
take
that
forward.
G
There
are
you
know,
outside
external
forces
that
that
often
occur
that
have
to
be
then
dealt
with
within
the
organization
and
we're
trying
to
and
deal
with
that
in
the
most
compassionate
way
that
we
can,
especially
when
we're
talking
about
the
vulnerability
of
children
or
adults
in
the
city.
Thanks
chair.
A
G
Thank
you
chair,
and
my
next
item
is
an
update
and
a
quarter.
One
update
on
the
capital
programme
for
22
to
27..
I
think
that
the
paper
notes
that
there's
a
revised
capital
programme
position
as
a
quarter
one
and
it
is
of
a
one
point.
Four,
eight
nine
point:
nine
million.
G
F
Thank
you.
It's
just
it's
a
question,
so
obviously
a
substantial
proportion
of
the
the
capital
program
is
funded
directly
from
the
government.
I'd
be
grateful.
Officers
can
confirm
to
me
how
much
of
the
rest
is
from
borrowing
and
what
will
the
impact
be
on
mrp.
B
A
B
A
E
Thanks
chair,
I
was
going
through
some
of
the
detail
in
this
and
I
noticed
on
page
268.
E
There
was
something
called
city
development,
public
realm,
which
was
839
000.
and
I
looked
into
it
and
the
list
of
schemes
associated
with
it
were
all
leed
city
center.
So
I
just
wondered:
is
this
a
pot
of
money
that
can
be
accessed
city-wide
or
is
it
a
dedicated
reserve
for
city
centre
investment.
B
Thank
you,
chair,
it'll
it'll
relate
to
a
series
of
defined
schemes
that
have
either
been
delivered
or
in
the
final
process
of
being
delivering.
I
don't,
I
don't
think
that
carries
forward
much
further
in
the
programme
council
of
dalton,
so
if
there
is
any
view
to
deliver
public
realm
schemes
over
and
above
that
some
it
would
be
a
matter
of
the
capital
programme
review
at
each
budget
review
period.
A
If
not,
I
shall
turn
to
the
recommendations
on
page
259
and
I
take
it
that
the
board
is
happy
with
those
recommendations.
So
we're
now
on
to
council
of
venice
paper
and
papers
and
item
17.
M
Yeah,
thank
you
chair.
So
this
is
the
annual
fostering
report
covering
april
21
to
march
22..
It's
a
statutory
requirement
that
we
bring
the
report
here.
So
I
bring
it
every
year
we
are
the
largest
local
authority,
the
largest
fostering
service
in
a
local
authority,
and
I've
said
before
that.
The
part
of
the
ofsted
report
I
was
most
proud
of
was
the
fact
that
our
services
for
looked
after
children
and
care
leavers
went
from
good
in
2018
to
outstanding
2022.
M
and
in
the
foster
report
in
the
office
report.
It
singles
out
our
you
know:
our
foster
carers,
placement
stability,
mockingbird
hub,
and
this
report
references
that
we
have
a
higher
percentage
of
kinship
carers
than
the
national
average,
and
that
was
in
neil
palin,
all
parliamentary,
all
all-party
parliamentary
group
on
kinship
care.
It
was
the
year
before
last.
M
We
were
singled
out
in
that
report,
a
number
of
times
for
our
work
around
kinship,
and
we
have
specific
teams
that
just
support
kinship
carers,
we're
also
developing
an
enhanced
offer
for
sgo
carers,
because,
obviously
that
provides
increased
stability
for
children.
Many
of
the
recommendations
that
are
in
the
recent
mcallister
independent
review
around
children's
social
care
reference
things
that
we're
already
doing
in
this
part
of
the
world
in
children's
services.
It
leads
to
things
like
family
group
conferencing.
M
You
know
the
mockingbird
hubs
have
having
a
lot
of
kinship
carers.
I've
brought
to
exact
board
before
our
plans
to
attract
more
carers,
and
also,
specifically,
one
of
our
investors,
save
proposals
being
about
developing
a
level.
Five
foster
carer
specifically
to
support
adolescents
with
complex
needs
to
reduce
our
need
for
expensive
external
placements.
M
So
I
think
it
comes
across
quite
clearly
in
the
report
that
attracting
more
foster
carers
remains
our
greatest
challenge
and
is
reflective
of
the
wider
challenges
in
the
in
the
public
sector
workforce
and
we
particularly
need
to
attract
more
fame,
foster
carers
and
particularly
more
black
african
and
black
caribbean
foster
carers
and
the
paper
references
foster
cali.
As
a
group
which
I
have
the
pleasure
of
chairing,
it's
a
really
wonderful
group.
M
It's
where
foster
care
is
representing
all
the
support
groups
and
the
leads
foster
care
association
me
meet
with
myself
and
senior
managers
from
the
department
on
a
regular
basis,
and
we
get
to
hear
really
directly
what
their
concerns
are
and
work
with
them
very
collaboratively
on
developing
the
service,
and
some
good
news
from
the
last
year
is
that
we
became
ourselves
a
foster,
friendly
employer
and
that's
something
we
can
promote
with
our
child
friendly
leads
ambassadors
to
encourage
them
to
do
so,
too.
M
So
a
very
positive
report,
but
there
is
always
more
work
we
can
be
doing
particularly
around
attracting
carers.
Thank
you,
chair.
F
I
think
I
think
my
only
comment
is
to
thank
councillor
vena
and
the
team
for
the
report,
and
particularly
to
thank
all
of
our
foster
carers
and
kinship
carers,
particularly,
and
to
encourage
anyone
or
all
of
the
millions
who
are
no
doubt
of
watching
the
the
webcast.
If
they
never
thought
about
it,
it
would
be
a
great
thing
to
do.
E
Quick
one
chair
it's
to
do
with
foster
care
recruitment
because
we
have
historically
had
a
problem
with
it
and
then
the
situation
improved
for
a
while
and
now
it
seems
that
people
are
leaving
the
service
again
and
there's
some
really
useful
detail
in
here
in
terms
of
what
kind
of
placements
they
they
had
or
what
their
reasons
for
leaving
are.
E
But
they're
not
it's
sort
of
how
they've
left
as
opposed
to
the
reason
for
them
them
leaving.
So
I'm
not
sure
if
people
have
left
to
go
to
other
employers
or
whether
they
have
gone
out
of
the
service,
because
they're
getting
a
little
bit
older
and
it's
more
stressful.
Do
we
have
exit
interviews
with
our
foster
carers
to
understand
that
better?
M
B
Yeah,
so
every
foster
carer,
that's
that
that's
fostering
for
leads,
or
indeed
any
foster
carer
has
to
go
through
a
registration
process
and
they're
approved
by
a
following
an
assessment
process
at
panel
and
become
a
registered
foster
carer
and
on
exit,
it's
exactly
the
same
for
for
whatever
reason
anyone's
exiting
so
there's
a
there's,
an
application
to
a
panel
that
formally
deregisters
a
foster
carer
and
though
that's
where
we
get
the
opportunity
to
understand
the
reasons
and
rationales
for
why
people
are
leaving.
B
We
can
say
that
they-
I
can't
remember-
I
can't
remember
specifically,
all
of
those
that
have
left
last
year,
but
I
remember
that
at
last
year's
annual
fostering
report
we
was
we
were
able
to
report
again
that
none
of
our
foster
carers
had
left
to
join
an
independent
fostering
agency
and
we'd.
We
inc
some
of
our
applicants
to
become
foster.
Carers
had
come
from
independent
fostering
agencies,
which
is
a
benchmark
to
suggest
that
we
word
gets
round
and
we're
an
attractive
fostering
agency
for
existing
foster
carers.
L
Yeah,
I
think
it's
helpful
as
well
that
the
details,
some
of
the
detail
which
is
in
the
report,
does
highlight
that
actually
21
of
our
foster
carers
actually
were
deregistered
because
they
moved
on
to
providing
special
guardship
order
and
placements
for
children.
So
again
those
children,
then
not
becoming
looked
after,
which
is
a
really
really
positive
story
for
that
group
of
children
and
a
further
17
foster.
Carers
were
deregistered,
because
actually
the
children
who
they
were
looking
after
in
kinship
placements
had
actually
reached
18.
L
So
you
know,
I
think,
some
of
that
detail,
which
is
in
the
report.
You
know
there
are
some
actually
some
positive
reasons
for
actually
people
choosing
or
being
in
a
position
where
they
no
longer
have
to
be
foster
carers.
I
think
the
other
important
thing
to
say
is,
despite
all
the
challenges
that
we
have
had,
of
which
there
have
been
many
actually
the
deregistrations.
A
M
A
This
is
the
this
is
the
care
home
implementation.
Sorry,
I
gave
you
a
number,
not
the
name,
though
it
wasn't
a
test.
Yeah.
M
No
sorry,
this
is
the
update
on
the
closure
of
homeland
house
in
richmond
house
and,
I
think
all
I'll
say
is
way
of
introduction
chair
and
then
obviously
we
can
answer
any
questions.
Is
that
just
to
ask
people
to
note
that
residents
have
settled
in
new
homes
and
there
are
no
compulsory
redundancies
in
this
process?
E
Thanks
chair,
adult
social
care
did
follow
through
everything
that
they
said
they
were
going
to
do
with
this
particular
process.
As
you
know,
the
the
closure
of
homely
house
was
resisted
locally
because
we
felt
that
the
local
choice
was
important,
so
it
was.
E
It
was
good
to
know
that
quite
a
lot
of
people
were
able
to
be
reallocated
to
dolphin
manor,
but
now
there
is
a
little
bit
of
a
an
issue,
because
dolphin
manor
itself
is
now
going
through
a
refurbishment
program
which
begins
at
the
end
of
summer
and
will
last
for
21
weeks.
E
So
that's
like
half
a
year,
and
that
means
that
some
of
the
residents
that
we're
in
homely
house,
I
assume,
are
going
to
be
going
through
further
disruption
through
that
refurbishment
and
also
there's
an
issue
that
they
are
not
even
though
they've
got
vacancies,
the
home
isn't
taking
on
any
new
placements
and
you
can't
go
on
a
waiting
list
so
once
again
that
area
around
assurance
that
you'll
be
able
to
go
somewhere.
E
That
you're,
aware
of
you,
have
confidence
in
and
is
a
local
setting
near
to
residents,
there's
a
little
bit
of
a
an
issue.
There
isn't
there
and
if,
if
there
were
two
homes
open
at
the
same
time,
perhaps
there
could
have
been
some
what's
the
word
movement
between
them,
but
still
being
in
the
same
area.
So
it
there's
a
little
bit
of
a
regret
there,
perhaps
that
that
refurbishment
couldn't
have
taken
place
before
homely
house
had
closed
so
that
there
could
have
been
some
transference
in
a
local
setting.
A
H
It's
it
it's
a
challenge
in
terms
of
managing
this,
but
I
think
the
environment
does
need
a
an
uplift
and
it
it's
some
short-term
disruption
for
a
long-term
gain.
We
certainly
would
be
very
pleased
to
see
more
people
come
to
dolphin
manor
once
we've
finished
the
refund.
F
It's
specific
to
the
farsley
site
and
what
happens
next
and
the
view
of
the
local
members
is
that
it
can
and
should
be
retained
for
ideally
extra
care
housing,
but
certainly
older
people's
housing,
and
it's
been
suggested
to
them
that
the
site's
too
small
to
accommodate
that.
F
However,
the
point
they
would
make
and
my
urging
would
be
that
good
works
done
with
the
ward
members
on
this-
is
it's
right
next
door
to
an
existing
extra
care
facility
with
all
of
the
facilities
on
site
and
if
it's
considered
an
extension
of
that
it
absolutely
is
big
enough
to
accommodate
that
site
that
type
of
housing
which
is
much
needed
in
that
location.
So
it
says
to
make
that
point
and
to
to
urge
urgent
conversations
with
ward
members
in
calvary
and
farsi
to
try
and
make
sure
the
best
use
of
that
site
is
made.
A
Thank
you.
This
is
a
report
into
the
a
report,
as
we
said,
into
the
implementation
decision
around
the
care
homes,
but
I'm
sure
martin
o'cath
can
pick
up
the
site
chair,
I'm
referring
specifically
to
recommendations.
F
A
B
Yeah,
thank
you
chair.
I
mean
in
terms
of
the
points
that
counselor
lamb
makes
with
regard
to
the
size
of
the
site
in
its
suitability.
The
information
he's
got
is
the
same
as
the
information
that
I've
received.
In
terms
of
the
comment
you
make
about
the
potential
for
economies
of
scale
with
an
adjacent
facility.
I'm
very
happy
to
look
at
that
personally
and
come
back
to
you
with
a
view
as
to
whether
I
think
that
changes
the
matter
or
not.
If
that
helps.
A
Great,
thank
you.
Are
there
any
more
comments
on
this
paper?
Please
I
don't
say
any
comments,
though.
We
turn
turn
to
the
recommendation,
noting
the
ongoing
work
on
the
future
of
the
sites,
and
I
take
it.
Everybody
on
the
board
is
happy
with
happy
with
those
recommendations
and
we'll
move
on
to
item
19.
Please,
council,
levena.
M
Yeah.
Thank
you.
This
is
the
memorandum
of
understanding
paper,
which
is
about
how
we
all
work
together
across
the
health
and
social
care
sector
following
the
passing
of
the
health
and
social
care
act
which
brought
into
being
the
integrated
care
system
and
the
integrated
care
board
at
a
regional
level.
And
then
the
leads
committee
of
the
icb,
and
so
this
is
about
how
we
work
together.
M
There
was
a
separate
report
that
went
through
general
purposes
committee,
which
approved
the
changes
that
are
required
to
our
constitution,
but
largely
they
were
just
removing
references
to
the
clinical
commissioning
group
and
replacing
them
with
the
leads
committee
of
the
west
yorkshire
integrated
code
board.
So
that's
what
the
purpose
of
this
paper
is.
M
I've
been
alerted
to
the
fact
I
didn't
spot
this
myself,
but
it's
very
tiny,
there's,
apparently
an
error
on
this
paper
which
needs
to
be
corrected
in
the
minutes
and
and
it's
the
fact
that
on
page
300
at
point,
14,
paragraph
14
there's
a
diagram
which
shows
the
structure
before
the
first
july
and
after
and
in
both
diagrams
there's
a
teeny,
tiny
word
scrutiny,
which
is
at
the
side
of
both
documents.
M
Side
of
both
diagrams
and
governance
have
picked
up
that
there's
not
a
reference
to
scrutiny
in
the
text,
so
that's
the
change
that
they
are
stating
needs
to
be
made.
That
scrutiny
is
referred
to
in
the
body
of
the
text
to
reflect
the
fact
it's
in
the
diagram,
but
once
I
was
alerted
to
the
mistake,
it
actually
took
me
ages
to
find
it
because
it
says
you'll
see
the
diagram.
M
It's
very
tiny
word
scrutiny,
so
I
believe
I've
never
had
to
do
this
before
correct
paper
at
this
stage
at
exec
will,
but
I
believe
that
it
gets
recorded
in
the
minutes
that
that
change
will
be
made.
Thank
you.
A
F
I've
got
one
less
comment
to
make
now,
because
I
I
was
going
to
make
that
very
point.
So
I'm
glad
you
picked
that
up
already
reading
it
through
the
feeling
I
have
with
it
is
there's
an
awful
lot
of
bureaucracy
here.
Could
we
not
streamline
some
of
this
and
how
is
all
of
these
boards
and
meetings
and
committees?
How
is
that
making?
A
H
It's
not
entirely
an
our
gift,
because
some
of
these
are
the
requirements
of
how
the
nhs
sees
itself
is
taking
and
delivering
the
nhs
plan,
and
so
things
like
the
population.
Health
boards
are
a
new
development
and
the
way
the
government
sees
the
nhs
going
forward
is
to
take
a
population
health
approach,
which
is
why
we
have
to
start
planning
some
of
our
governance
behind
that
that
will
be
data
driven
and
it
will
have
finance
decisions
flowing
out
of
some.
What
some
of
that
data
tells
us?
So
we
do
need
a
new
landscape.
H
I
I
do
accept,
it
looks
complicated.
Actually
it
is
it
is,
it
is
a
complex
system
and
we
try
and
make
it
as
simple
as
possible.
H
M
Going
to
make
a
similar
response
actually,
which
was
to
say
yeah,
it
is
quite
bureaucratic
because
to
be
honest,
much
as
we
all
love
it,
the
nhs
is
quite
bureaucratic,
and
I
think
it's
been
one
of
the
most
challenging
aspects
of
taking
on
the
adults.
Role
is
getting
getting
my
head
around
the
way
the
nhs
works
and
all
the
structures
within
it.
However,
I
would
agree
with
cather.
I
think
the
population
health
boards
are
a
really
good
opportunity
that
do
bring
people
together.
M
M
Also,
we
will
retain
our
health
and
wellbeing
board
which,
which
I
chair
at
the
moment
and
that
keeps
the
kind
of
democratic
accountability
within
the
system
and
all
the
key
players
in
the
new
structure,
who
are
many
of
the
same
people
who've
been
around
in
the
pre-structure,
will
continue
to
sit
on
that,
as,
as
you
probably
know,
as
well,
rebecca
charlwood
is
the
is
going
to
be.
M
That
is
the
chair
of
the
leeds
committee
of
the
west
yorkshire
integrated
care
board,
which
I
think
is
a
great
appointment
and
really
positive
for
us
in
terms
of
having
someone
who
has
a
good
understanding
of
local
government
in
that
in
that
position.
So
I'm
really
sorry.
This
is
a
bit
of
a
bureaucratic
paper
and
yeah.
I
think
we
try
really
hard
to
make
this
stuff
as
comprehensible
as
possible
and
we
get
challenged
on
that
regularly
by
healthwatch
and
by
you
know
our
third
sector
partners
and
yeah.
M
C
It's
on
the
same
theme,
really
I
I
think
we've
been
over
the
last
few
years,
the
driving
with
with
partners
in
the
city
attempts
to
do
just
what
you've
said
to
try
and
get
a
more
whole
system
approach
and
get
us
working
together
much
more
effectively
in
what
you
might
call
a
team
leads
way
of
working,
but
a
lot
of
the
time,
because
of
the
way
that
the
money
comes
down
from
the
center
nationally
it
it
makes
it
very
difficult
to
do
that
and
it
and
it
the
the
status
the
way
the
statutory
responsibilities
and
the
executive
responsibilities
fall.
C
It
does
lead
to
this
complexity
that
I
think
one
of
the
big
opportunities
of
this
change
is
that
the
what
population
health
basically
means
the
whole
system.
You
know
the
whole
population
of
leads
is
the
starting
point
for
a
lot
of
the
joint
work
now
in
a
more
formalized
way.
That
wasn't
the
case
previously
and-
and
that
is
you
know
what
we've
been
seeking
over
the
years.
C
Much
more
because
that's
the
way
we
commission
and
that's
the
way
we
work,
but
I
think
the
addition
of
the
west
yorkshire
level
to
the
leads
level
as
well
brings
with
it
risk
as
well
in
terms
of
complexity,
and
we've
got
to
make
sure
that
that
is
definitely
a
bit
like
the
devolution
agenda
that
we've
debated
before
in
this
board
and
others.
On
the
economic
side.
C
We've
got
to
make
sure
that
brings
power
and
resources
down
from
the
center
from
whitehall
and
nhs
england
and
gives
more
capability
and
and
influence
for
you,
as
as
elected
members
at
that
level
at
that
was
church
at
yorkshire
level,
rather
than
move
powers
and
influence
and
resources
up
to
that
west
yorkshire
level
from
the
local.
At
the
moment.
I
think
it's
very
much
the
former,
so
it
is
going
in
the
right
direction.
C
But
that's
why
diagrams
like
this
are
quite
important
and
why
I
think
we
we
need
common
cause
in
making
sure
that
the
leads
element
of
this
is
very
strong,
because
leeds
is,
with
the
latest
population
statistics,
probably
getting
close
closer
to
40
of
west
yorkshire
and
we've
got
to
make
sure
that
we
play
that
that
role
that
doesn't
over
dominate
that
agenda.
But
you
know,
plays
the
rightful
role
that
we've
got.
But
now
I
absolutely
agree
that
it
is
complex,
but
the
issues
we're
trying
to
solve
are
quite
complex
as
well.
I
guess.
A
Thank
you
tom.
Are
there
any
more
comments
on
this
paper,
so
I
will
turn
to
recommendations
on
page
200
and
97
and
let's
see
that
the
board
are
happy
with
those
recommendations
so
we'll
move
on
to
the
late
item
under
councillor
veno's
portfolio,
please
we'd
like
to
introduce
that
please.
M
Yeah
thank
you
chair
for
allowing
this
late
item,
which
is
entitled
children
and
families
social
care
workforce
in
leeds,
and
this
is
the
report
that
I
committed
to
bring
to
exec
board
at
full
council
last
week,
and
I'd
really
like
to
thank
farah
who's
just
appeared
at
the
top
table
and
julie
and
your
team
for
pulling
all
this
information
together
so
quickly.
M
This
includes
addressing
issues
relating
to
terms
and
conditions
and
an
extensive
recruitment
and
retention
strategy
recruiting
more
social
workers
is
essential
to
bring
caseloads
down.
We
need
to
all
be
championing
our
outstanding
children's
services
advocating
for
them
and
speaking
positively
about
late
city
council
as
an
employer
in
order
to
attract
people
to
work
with
us
here
in
leeds.
M
The
report
lists
caseload
numbers
and
importantly,
it
details
the
way
in
which
children
and
families
are
safeguarded.
In
this
challenging
context.
The
ofsted
report
praised
me
for
my
impressive
level
of
operational
detail.
M
M
The
report
highlights
some
offstead
comments
from
their
examination
of
500
cases
over
a
thorough
three-week
inspection.
Ofsted
were
assured
that
children
were
not
only
safeguarded
in
leeds
but
were
receiving
exemplary
support
and
consequently
they
gave
us
our
outstanding
judgment.
However,
we
are
never
complacent
and
we
continue
to
implement
our
improvement
plan
from
this
inspection
and
from
the
focus
visit
last
july.
M
The
report
highlights
some
of
the
national
work
that
we
are
asked
to
do.
This
includes
work
within
work
with
the
department
for
education
through
strengthening
families,
supporting
children,
and
I
sit
on
the
national
local
government
association
board
for
children,
young
people
and
tom.
Our
chief
executive
has
been
asked
to
be
one
of
the
very
few
people
sitting
on
the
national
board,
which
is
implementing
the
independent
review
for
children's
social
care,
and
this
shows
how
highly
regarded
leads.
M
Children's
social
care
is
nationally,
including
by
the
government
who
have
asked
tom
to
undertake
this
work,
and
leeds
is
very
much
being
asked
to
take
on
a
key
role
in
the
national
development
of
children's
services
through
our
national
work.
M
I'd
like
to
conclude
by
asking
all
exec
board
members
to
support
and
champion
leeds
children's
services
in
the
challenges
that
we
face
to
enable
us
to
continue
delivering
outstanding
services
to
the
children
of
this
city.
Thank
you,
chair.
F
Yeah,
thank
you,
chad,
there's
a
few
things
to
say
I'll
have
it
at
the
start.
I
I
feel
in
a
slightly
uncomfortable
position
as
scrutiny,
chair
and
also
sitting
here
in
a
political
role.
Today
I
wasn't
aware
this
paper
was
going
to
be
coming
when
I
was
proposed
to
to
do
this
board,
but
I'm
here
so
it's
my
job
to
respond
and
I'm
going
to
do
my
best
to
wear
both
hats
at
the
same
time.
So
I
hope
you'll
keep
that
in
mind.
F
The
second
point
is
obviously
we
got
sight
of
this
very
late.
In
the
day
we
haven't
had
the
opportunity
to
be
briefed
on
it.
So
there's
a
number
of
questions
that
normally
we'd
ask
in
in
a
briefing
in
advance,
but
we
haven't
had
that
that
opportunity,
I'm
in
the
privileged
position
as
scrutiny,
chair
of
being
relatively
familiar
with
the
issues,
I'm
not
sure
the
same
courtesy
has
been
expect
extended
to
councillor
galton.
So
if
you
don't,
I'm
gonna
ask
a
few
questions
with
probably
two
officers.
F
First
and
then
I
have
some
general
comments
that
I'd
like
to
make.
So
I've
got
five
questions
which
I'll
put
out
and
probably
for
julie
or
councillor
venice
between
them.
So
given
the
acknowledgement
of
case
loads
above
the
target
number
in
the
paper,
are
managers
now
pushing
staff
to
close
cases
at
the
moment
to
try
and
address
the
statistics
of
the
vacancies
reported.
How
many
are
in
the
front
line
area,
child
protection
teams
do
the
average
caseload
figures
include
teams
who
should
ordinarily
have
low
numbers
like
those
supporting
children
with
disabilities.
F
Complex
families
often
require
two
co-workers
to
attend
and
deal
with
cases.
How
is
this
taken
into
consideration
on
the
case
numbers
and
finally,
the
report
lists
the
actions
the
council
have
taken
response
to
the
grievance
since
april.
A
L
Yeah,
of
course,
I
think,
in
with
respect
to
the
question
about
closures,
you
know
we,
our
arrears
on
detroit
is
to
ensure
that
we
are
giving
children
and
families
across
the
city
the
help
and
the
protection
that
they
need.
So
we
will
never
ever
close
a
case
where
we
feel
that
that
family
or
that
child
is
in
a
position
where
they
need
ongoing
help
or
protection.
L
So
I
want
to
be
very,
very
clear
about
that
in
terms
of
the
vacancies
yeah,
the
vacancies
are
across
our
area,
social
work
teams,
and
that's
really
all
about
teams
that
offer
protection
to
children
and
some
of
our
children
looked
after
teams
and
our
child
health
and
disability
team.
So
we
do
have
the
vacancies
across
the
across
the
system
in
terms
of
co-working.
L
Absolutely
you
know
we
do
continue
to
have
that
approach
to
the
delivery
of
our
services
and
that's
about
ensuring
that
staff
have
support,
but
it's
also
about
ensuring
that
ongoing.
I
suppose
development
in
terms
of
less
experienced
members
of
staff
gaining
that
knowledge
and
experience
by
co-working
with
others
observing
best
practice.
You
know
in
in
real
time
in
terms
of
the
numbers
and
the
grievance
council.
Adam
is
quite
right,
and
that
was
originally
77
and
it's.
L
We
have
had
some
recent
communication
where
there's
a
small
number
of
other
social
workers
who
would
like
to
be
added
to
that.
So
I
think
it's
currently
at
around
80
just
over
just
over
80..
I
suppose
what
I
would
just
like
to
reiterate
is
that
our
social
workers
in
leeds
do
an
absolutely
fantastic
job.
We
could
not
ask
any
more
of
them.
It
is
a
really
challenging
national
context,
as
has
been
set
out
in
the
paper
and
by
councillor
vena,
and
it's
our
role.
L
You
know,
as
leaders
as
managers
within
the
service,
to
ensure
that
those
staff
are
giving
detailed
managerial
oversight
and
support
so
in
terms
of
supervision
in
terms
of
pharah's
role
as
a
principal
social
worker,
in
terms
of
our
advanced
practitioners,
of
which
we
have
recruited
an
additional
number
of
advanced
practitioners.
You
know
that
we
are
responding
to
the
pressures
that
we
know
that
our
staff
are
under
and
that
we
will
continue
to
do
so.
M
I
think
the
only
points
I'd
want
to
add,
obviously
we're
taking
we're
taking
the
concerns
of
our
staff
extremely
seriously,
and
the
fact
that
we
brought
this
paper
as
a
late
item
following
full
council
demonstrates
that
I
really
appreciate
that
people
haven't
had
a
lot
of
time
to
see
the
paper.
M
However,
the
fact
that
we
brought
it
as
a
late
paper
reflects
how
seriously
we're
taking
the
issues
and
the
fact
that
we
wanted
to
respond
to
concerns
raised
not
not
only
by
our
staff
but
by
opposition
councillors,
and
we
wanted
to
provide
assurance
at
a
public
meeting,
which
is
why
this
paper
sets
out
what
the
challenges
are
and
what
we're
doing
about
them
in
terms
of
the
grievance
numbers.
I'm
not
saying
this
in
any
way
to
minimize
the
grievance
or
to
minimize
the
concerns
people
have.
M
We
have
500
social
workers
across
our
services
if
you
include
adoption,
so
the
number
that
have
raised
the
grievance
accounts
to
about
16
of
our
workforce,
which
is
obviously
hugely
significant,
but
isn't
the
majority
of
our
staff.
Nevertheless,
I've
outlined
in
detail
the
huge
challenges
that
we
are
facing
and
what
we're
doing
to
address
those
and
the
ways
in
which
we
are
supporting
our
staff
in
this
very
challenging
context.
C
Yeah,
I
I
just
wanted
really
to
support
what
julie
and
council
levener
have
said
and
just
to
reiterate
how
much
we
appreciate
the
work
that
our
social
work
workers
do
in
the
city
and
how
critical
it
is
to
the
success
of
the
city
and
the
organisation
and
and
how
much
pressure
they're
under
and
have
been
under
coming
out
of
colvid.
The
situation,
I
think,
is
one
where
we,
you
know
we
really
recognize
and
are
listening
to
what
the
feedback
that
we're
getting
and
that's
that's
this.
C
You
know
the
the
processes
we
have
in
place
and
the
union
relationships
we
have
in
place
are
here
for
the
very
reason
that
you
know
that
this
is
a
dialogue
that
we're
having
that
we're
actively
working
through
where
legitimate
concerns
have
been
raised,
and
some
of
some
of
them
we
are
looking
to
respond
to
more
immediately.
Others
are
more
long-term
issues
that
we'll
be
working
with.
You
know
our
social
work,
colleagues
and
our
union
colleagues
over.
C
I
think
you
know
a
long
period
of
time
as
far
as
I
can
see,
because
of
the
the
pandemic
and
because
of
the
situation
that,
as
the
report
sets
out,
is
in
place,
you
know
nationally
and
regionally,
and
so
you
know
I
just
wanted
to
give
that
commitment
that
we,
you
know
we
will
continue
to
listen.
C
We
will
continue
to
work
through
these
issues
and
we'll
continue
to
recognize
the
the
massive
difference
and
the
in
in
really
really
challenging
circumstances
that
our
social
workers,
our
early
years
staff,
our
you
know
the
whole
range
of
staff
that
sit
behind
this.
You
know
this
set
of
issues
within
children's
services
and
actually
outside
and
within
the
partnership.
More
generally,
you
know
we
will
continue
to
to
work
through
them
and
we're
committed
to
trying
to
continue
that
dialogue
and
addressing
you
know
as
many
of
the
concerns
as
we
can
moving
forward.
C
But
I
I
see
this
as
something
which
is
a
a
sign
of
a
you
know,
an
organization,
that's
that
is
open.
That
is
they're
there
to
be
challenged
at
times,
rightly,
but
one
where
we
will
continue
to
try
and
work
through
them
and
and-
and
you
know,
do
what's
best
for
children
in
the
city,
which
is
what
everyone
wants.
C
F
Thank
you.
Thank
you,
chen
thank
you
for
for
those
responses.
This
is
more
comment
than
question
at
this
stage
and
I
I
truly
hope
it
will
be
taken
in
in
the
spirit
that
it's
meant.
I
I
don't
doubt
for
a
second,
that
every
single
person
around
this
table,
every
elected
member,
every
officer
is
totally
committed
to
keeping
children
safe.
I
think
we're
all
incredibly
grateful
for
what
our
social
workers
do
and
I
don't
think
there's
any
thanks
or
praise
we
can.
We
can
give
them
highly
enough.
F
Some
of
my
colleagues
were
criticized
for
raising
this
last
week.
I
think
the
paper
and
the
response
shows
that
they
were
right
to
do
so,
and
one
of
the
wider
points
I
want
to
make
is
actually
about
being
open,
and
tom
just
said
it
shows
were
open,
but
there
have
been
a
number
of
instances
recently.
This
is
one
where
actually
we
haven't
been
open,
this
grievance
was
received
in
april,
the
first
I
knew
of
it
as
scrutiny.
F
Chair
was
well
into
july
and,
as
far
as
I'm
aware,
not
even
all
opposition
leaders
and
groups
have
been
briefed
on
the
situation
as
yet.
F
We
had
the
same
situation
with
the
notifications
issue
and
I
think
members
raised
it
last
week
because
they
felt
that
was
the
only
way
they
could
get
it
onto
an
agenda
and
see
something
something
be
done
or
or
at
least
know.
Something
was
being
done
because
they
weren't
being
communicated
with,
and
it's
it's
a
sad
thing
to
have
to
say.
F
I've
had
assurances,
which
I
accept
and
welcome
from
council
of
venice,
that
that's
going
to
change
going
forward
and
I
hope
it.
I
really
hope
it
does,
because
it's
too
important
these
are
too
big
an
issue
to
to
make
sure
we
support
the
welfare
of
our
staff,
give
them
the
support
they
need
and
make
sure
that
they
can
help
to
keep
our
children
as
safe
as
they
possibly
can.
Thank
you.
A
Thank
you,
council.
Welcome
the
comments
in
the
spirit
they
made.
I
mean
clearly
we
wanted
to
bring
this
report
as
quickly
as
possible,
and
I
accept
that
there's
an
element
of
that.
That
means
it.
It
came
out
yesterday
yesterday
tea
time.
A
However,
I
thought
it
was
important
with
some
of
the
comments
in
council
last
week
and
I
hope
that
no
one
feels
that
they
were
criticized
for
raising
important
issues
in
council
last
week
because,
like
I
say
as
council
vendor
said,
we
committed
to
bring
the
report
last
week
in
full
council,
and
we
brought
the
report
this
week
forward
with
the
information
in
and
again
you're
absolutely
right.
A
I
would
reckon
what
you've
said
and
what
tom
said
about
the
importance
of
recognizing
the
need
for
openness,
openness
on
on
on
on
this,
and
that's
why
I
was
keen
to
get
it
on
this
agenda
as
as
as
quickly
as
as
quickly
as
possible,
could
have
a
debate
elsewhere
around
how
items
come
onto
the
council
agenda.
I
think
that's
a
separate
debate,
but
recognizing
this
report
came
forward
for
this
agenda
is
part
of
that
process
of
openness
and
I'll.
Thank
you
for
your
comments.
E
Yes,
thanks
chair,
it
was
to
find
a
positive
out
of
all
of
this.
E
It
was
with
dismay
that
I
I've
just
very
recently
read
some
of
the
things
in
this
paper
are
talking
about
caseload
levels,
because
it
there
is
reference
to
it
in
this
paper
around
when
the
council
was
in
an
inadequate
position
when
I
was
in
charge
of
children's
services
and
one
of
the
areas
of
concern
was
the
level
of
caseload
and
the
support
that
was
being
able
to
be
offered
to
those
stressed
social
workers.
E
I
see
the
the
mention
of
advanced
practitioners
again,
which
is
one
of
the
first
things
that
we
did
as
an
authority
to
improve
the
situation,
so
that
that's
good
tier.
So
I
have
confidence
completely
that
the
service
is
on
top
of
this,
but
I
would
also
like
some
reassurance
around
how
we
go
forward,
because
all
of
the
information
here
is
based
on
national
surveys
and
then
there's
lots
of
comparatives
with
other
local
authorities
and
or
we're
not
quite
as
badly
off
as
some
other
people
are.
But
generally.
E
The
message
here
is
of
a
downhill
trajectory
in
terms
of
sustainability,
of
social
care
workforces
and
from
my
conclusions
of
reading.
All
this,
it
seems
like
there
needs
to
be
a
lot
more
cross-working
across
local
authorities,
because
you
just
pointed
out
you've
got
outstanding
and
you're
facing
problems.
There
are
other
authorities
that
are
inadequate
and
they're
going
to
be
facing
twice.
E
Then
we
need
to
respond
to
that
jointly,
perhaps
across
a
regional
or
a
sub-regional
footprint,
to
ensure
that
we
can
offer
the
assurance
which
is
needed
for
for
more
permanent
employment
within
local
authorities
and
that
when
people
leave
the
profession
they're
not
leaving
social
work,
you
know
in
totality
they
can
actually
move
on
to
a
different
authority
or,
if
they're,
going
into
agency,
that
they're
still
working
within
the
profession
or
that
they're
going
into
another
area
where
their
social
work
qualification
is
still
adding
social
benefit
through
the
work
that
they
do.
E
So
I
would
like
to
see
more
detail
on
that
coming
forward
in
terms
of
that
feeling
of
common
purpose,
not
just
in
leeds
but
across
west
yorkshire,
to
say
yes,
not
everything
isn't
always
rosie
in
leeds
and
but
actually
we're
in
a
good
position
to
help
others
in
a
leadership
capacity.
A
Thank
you,
I'm
sure
I
can
see
julie
maybe
far.
I
want
to
come
and
I'm
sure
obviously
you
know
the
strengthening
families
work.
We
do
where
we
get
significant
amount
of
money
from
the
national
government
to
do
just
that
stuart.
What
you've
talked
about
in
terms
of
leading
capacity
across
the
sector,
not
just
ourselves,
reflects
that
so
julia
farrell.
Would
you
like
to
come
in
please.
L
Yeah
I'll
I'll
come
in,
I
suppose
just
to
say
that
absolutely
and
you
know
we
have
our
own
particular
challenges
in
leads
that
we're
really
clear
about
we're.
Well
aware
of
them,
and
we
are
working
collaboratively
across
council
and
also
with
our
staff
listening
to
our
staff
to
do
our
best
to
respond
to
those
but
counselor
gulstan
you're.
Absolutely
right.
There
is
a
need
for
and
these
pressures
to
be
discussed
regionally,
and
they
are
so.
L
The
directors
of
children's
services
across
west
yorkshire
across
the
auction
homicide
meet
regularly,
and
you
know
these
are
features
as
you'd
expect
of
those
live
discussions.
Barrow's
principal
social
worker
meets
nationally
with
principal
social
workers.
I
meet
nationally
with
a
group
of
leaders,
directors,
deputy
directors
across
the
country,
and
so
I
think
the
other
thing
to
say
is
that
the
recent
national
care
review
and
set
up
by
josh
mcallister
again
identifies
a
number
of
the
pressures
and
that
we're
talking
about
today
and
sets
out
some
recommendations
for
them.
L
We
have
we've
met.
You
know
a
number
of
us
around
this
table
have
met
with
josh
mcallister
and
we
will
continue.
You
know,
as
it's
been
referenced
in
terms
of
tom's
role
in
the
national
review,
to
shape
and
influence
the
picture
at
a
national
level,
a
regional
level
and
a
local
level.
C
Just
to
just
to
pick
up
the
the
national
issue,
I
I
do
think
we
we've
got
to
recognize,
and
I
was
in
me
the
first.
It
was
an
interim
meeting
of
the
new
board
recently
with
the
minister
and
with
with
josh
mcallister,
and
you
know
very
senior
members
of
ofsted
and
and
the
department
for
education
that
the
reality
is
that
we
need
given
that
children
social
work
sits
in.
C
You
know
in
local
government
the
the
real,
the
real
key
to
be
able
to
remunerate
and
have
career
progression
and
have
the
right
systems
in
place
is
a
is
a
long-term
sustainable
financial
settlement
for
local
government
and
and
without
that
we
will
all
struggle
massively
to
deal
with
the
extra
demands
that
are
in
the
system,
30
up
from
the
pandemic
going
forwards
and
there's
also
an
inextricable
link
with
the
nhs
in
all
of
the
work
that
we
do
and
the
you
know
the
nhs
has
rightly
got
had
resources
to
tackle
the
backlog
to
to
have
the
you
know.
C
The
pay
award
that
has
recently
been
announced.
That's
funded.
We
need
fund
full
funding
of
local
government,
as
has
been
heard
before.
C
In
terms
of
pay
awards,
because
if
we
don't
have
that,
then
we
will
have
to
you
know,
take
really
serious
decisions
that
are
going
to
affect
the
the
sort
of
work
that
we're
talking
about
and
the
preventative
work.
That
actually
is
crucial,
as
the
mcallister
view
says,
and
as
pharah
and
you
know,
her
teams
and
and
and
julie
have
said
that
that's
the
way
to
make
the
real
difference
to
take
the
caseloads
down
and
take
the
pressure
off
if
we
can
get
that
downstream.
C
Work
done
that
upstream,
work
done
sorry
in
a
really
effective
way.
So
I
I
think
there
are
some
really
big
national
issues
here
that
that
we
need
it's
really
about
parity
of
esteem,
for
social
care,
with
the
nhs
that
that,
for
me,
is
the
basis
of
this,
and
you
know
as
significant
a
training
program
and
a
career
progression
program
for
social
workers
as
there
are
for
doctors
and
nurses,
and
that's
where
we
need
common
cause
with
government
and
common
cause
across
party
politics
to
get
to
a
point
where
we
can
really.
C
You
know,
guess
what
get
what's
needed
for
for
the
people
that
we're
talking
about.
Who
are
under
pressure
every
day
in
the
city.
M
You
want
me
to
sum
up
or
I'll:
yes,
please,
okay,
okay,
so
I'll
pick
up
a
few
of
the
points
that
have
been
covered.
M
Firstly,
councillor
golton,
you
refer
to
the
fact
that
leeds
is
outstanding
and
if
we're
facing
these
challenges,
other
authorities
maybe
will
be
facing
them
in
an
even
more
pronounced
way,
and
actually
that
is
the
that
is
the
focus
of
one
of
the
points
being
made
by
unison,
who
are
representing
our
staff
that,
in
terms
of
their
national
campaign
around
social
care,
they
they
are
saying
yes,
when
when
even
an
outstanding
authority
like
leeds
is
carrying
vacancies,
that
is
symptomatic
of
a
national
crisis,
and
it's
also
true
the
point
you
highlighted
that
I
referred
to
at
council
last
week,
that
of
the
of
the
staff
that
left
social
work
last
year,
23
went
to
work
for
agencies,
and
that
is
not
what
we
would
want
to
be
happening.
M
Apart
from
the
fact,
we
want
staff
to
work
in
our
authority,
you're
not
getting
the
same.
You
know
peer
support
and
team
working
that
you
would
get,
particularly
as
a
younger
social
worker
working
in
an
authority,
and
your
point
was
well
made
as
well
about
liaison
across
west
yorkshire.
It's
really
important
that
local
authorities
work
together
so
that
we're
not
outbidding
each
other
for
staff,
and
I
know
that's
you
know
those
are
conversations
that
I've
had
both
with
kath
and
julie
in
relation
to
other
and
social
care.
M
I
would
want
to.
I
know
this
has
been
said
many
times,
but
I
would
absolutely
just
really
want
to
stress
appreciation
of
our
staff
who
faced
the
most
extraordinary
challenges
over
the
past
two
years
and
continue
to
provide
you
know
outstanding,
compassionate
and
effective
services
to
our
children
and
families.
I
think
when
I
visit
our
social
workers,
both
in
adults
and
children's.
The
thing-
that's
always
just
really
striking-
is
their
absolute
love
and
passion
for
their
work
and
also
their
just
huge
amount
of
skill.
M
We
really
do
know
how
challenging
the
context
is
that
we're
working
and
how
stressful
life
is
at
the
moment
for
frontline
staff
in
terms
of
coastlines
being
higher
than
we
would
want.
Our
average
is
just
over
20
against.
M
You
know
a
regional
benchmark
of
just
over
18.,
and
so
referring
to
the
point,
you
may
count
to
the
galton
about
what
k,
how
what
high
case
loads
can
lead
to
that's
why
we
were
really
clear
in
the
paper
that
we
wanted
detailed
description
of
how
we're
keeping
children
safe
in
the
challenging
context
that
we're
working
in
and
also
we
have
got
some
positive
news
in
that
we
have
got.
You
know
new
starters,
who've
started
with
us
between
april
and
up
to
september,
we've
got
new
social
workers,
new
advanced
practitioners
and
social
work
assistants.
M
I
only
met
the
inspectors
once
because
they
really
didn't
spend.
They
didn't
want
to
spend
their
time.
You
know
with
politicians
and
senior
managers,
they
were
out
on
the
front
line.
I
met
them
once
and
the
first
question
they
asked
me
was:
what
do
you
think
we'll
find,
and
I
said
you
won't
find
anything
we
don't
know
about,
and
then
I
went
on
to
describe
what
I
thought
we
would
they
would
find.
M
But
we
were
really
open
about
the
caseload
challenges
about
the
context,
women
and
they
they
they
did
feedback
about
our
level
of
reflectiveness.
M
The
point
I
was
making
at
full
council
last
week,
where
council
lamb
said
people
felt
criticized
what
I
was
trying
to
convey
was
the
risk
inherent
in
what
felt
like
any
attempt
to
kind
of
devalue,
our
our
ofsted
rating
or
our
work,
because
actually,
the
way
this
is
going
to
be
resolved
is
by
having
more
people
come
to
work
for
us
so
that
we
do
have
the
caseloads
where
we
would
want
them
and
staff
have
the
structure
around
them
that
we
would
want.
M
So
it
really
really
is
important
that
we
all
champion
our
services
and
disseminate
our
outstanding
social
work
practice
and
promote,
leads
and
leads
children's
services
as
a
positive
place
to
work,
and
I
will
conclude
with
the
point
tom
made
that
absolutely
underlying
all
of
this
is
just
the
absolute
urgent
need
for
more
funding
for
children's
social
care.
It
was
the
biggest
issue
highlighted
in
the
british
association
of
social
worker
annual
survey.
M
You
know
so
more
than
67
of
social
workers
said
their
biggest
challenge
now
and
in
the
immediate
future,
was
inadequate
funding
for
children's
social
care
and
within
that
it
does
make
it
a
challenge,
but
it
even
more
important
that
we
do
continue
with
the
prioritization
we've
had.
You
know
over
over
the
last
10
years
of
prioritizing
early
help
and
early
intervention
as
the
best
way
of
supporting
children
and
families.
Thank
you,
chair.
A
Thank
you
and
I'll
move
to
the
recommendation,
which
is
on
page
three
of
the
extra
report
we
received
today,
and
I
see
that
everybody
is
happy
with
that
recommendation.
A
Great,
thank
you
and
at
that
point
I
will
close
the
meeting
and
hope
everybody
has
some
time
off
to
enjoy
the
weather
over
the
summer.
We
don't
have
any
items
below
the
line,
so
that's
the
end
of
the
meet.